►
Description
Bloomington Community Budget Advisory Committee Meeting
A
A
C
A
Yeah,
let's
just
as
a
kind
of
advisor
to
stafford,
we
could
try
to
keep
each
of
the
items
at
about
a
half
hour.
That'd
be
great
seems
like
with
these
departments.
That
ought
to
be
a
possibility.
So,
okay,
now
with
that
today,
I
heard
a
motion
for
approval.
Is
there
a
second?
Second,
it's
been
moved
and
seconded
that
the
agenda
be
approved.
Any
discussion
hearing,
none,
although
in
favor,
say
aye,
aye,
aye
well,
as
opposed
the
motion
carries
next
up.
Is
item
number
three:
the
approval
of
the
minutes.
A
It's
been
moved
any.
Is
there
a
second
for
approval
of
the
minutes?
Second,
been
moving
in
seconded
that
the
minutes
be
approved
any
discussion
hearing
none.
We
will
come
to
a
vote.
All
those
in
favor
say
aye
aye,
all
those
opposed.
The
motion
carries
unanimously
on
to
number
four
and
4.1
the
information
and
updates
kari.
E
And
just
a
reminder
where
we're
at
we
are
now
in
september
and
what's
going
to
be
coming
up
in
september,
we'll
be
finalizing
three
to
four
revenue
scenarios
and
then
three
to
four
budget
scenarios
will
be
due
at
in
early
november
to
the
council
and
just
to
as
a
reminder
that
co-chair
steve
peterson,
presented
to
the
council
this
past
monday
night
for
a
recommendation
from
the
committee
for
the
preliminary
tax
levy
and
the
city
council
will
be
voting
on
that.
At
the
september.
14Th
council
meeting.
C
Can
I
ask
a
question,
mr
chairman,
on
the
deliverables:
could
we
get
more
specific
on
revenue
scenarios
and
budget
scenarios
as
a
date
specific
here's?
My
my
concern
is
that
I
don't
think
we're
going
to
do
the
council
and
the
mayor
any
good
if
we
back
them
so
late
that
they
don't
have
any
time
to
react
or
to
amend
or
to
review
or
to
reject,
and
I
think
it's
up
to
us
to
to
narrow
these
timelines
since
we're
talking
the
next.
What
five
weeks.
F
Mr
chair
and
mr
co-chairs
and
committee
members,
I
I
think
that's
a
good
observation
that
co-chair
peterson
is
making,
and
I
think
that
what's
reflected
here
is
going
back
to
what
the
agreement
was
in
july
or
june,
that
we
were
going
to
take
a
revenues-based
approach.
And
at
that
time
I
think
we
were
focused
on
trying
to,
through
the
revenue
scenarios,
identify
what
those
three
or
four
were
going
to
be,
and
I
think
we're
we're
we're.
G
F
So
what
we
will
probably
do
on
the
16th
is
try
to
identify
the
different
revenue
scenarios
and
that's
getting
at.
Do
you
want
to
do
a
one
three
five?
What
is
it
that
we
really
want
to
put
together
as
options
for
the
council
from
the
the
levy
and
the
worst
case,
or
the
moderate
case
scenario,
and
then
start
to
talk
about
what
those
department
submittals
look
like
and
then
on?
Probably
the
23rd
and
the
30th
is
get
more
deeply
into
the
recommendations
from
the
departments
on
those
reductions.
F
A
A
Here
are
the
dates
that
we're
reporting
to
the
council,
and
so
necessarily
we
want
to
have
the
budget
scenarios
done
in
kind
of
middle
to
late
october,
in
order
to
be
able
to
deliver
that
to
the
council,
then,
and
that
allows
them
four
meetings:
four
regular
meetings,
the
two
in
november
and
the
two
in
december
to
consider
kind
of
what
we
put
forward.
So
I
think
that
that's
originally
what
the
timing
was
if
we
got
done
early
and
delivered
before
that,
I
don't
think
that
anybody
would
complain.
But
that
was
the
original
timing
is.
C
F
C
F
In
a
big
group,
and
then
the
next
step
that
we'll
go
through
is
to
put
those
into
three
different,
bundles,
probably
and
so
that'll
be
based
on
the
scenarios
that
the
committee
agrees
to
the
revenue
scenarios,
whether
it's
a
one
percent
levy
increase
or
a
three
percent
levy
increase
or
whatever
that
number
is
so
we'll
bundle.
The
different
recommendations
what's
going
to
need
to
happen
around
those
bundles
is
the
discussion
of
priorities
right.
F
So
when
we
get
the
recommendations
from
the
department
trying
to
weigh
you
know
if,
if
we're
gonna
do
fewer
cuts,
what
are
the
ones
that
seem
like
the
least
painful
and
if
we're
going
to
end
up
doing
more
cuts?
What
are
the
you
know?
What
are
the
priorities
for
how
we're
going
to
do
those
recommending
those
to
council
so
that
we
have
basically
three
different
menu
options
for
the
for
for
the
committee
to
consider
recommending.
F
C
F
Yeah
and
the
target
that
was
given
the
total
target
that
was
given
to
staff
was
about
3.7
million
dollars
and
without
the
slide
in
front
of
me
kari.
If
we
were
to
do
a
zero
percent
levy
in
the
worst
case
scenario,
I
think
it's
4.2
or
4.7
million
dollars
was
a
total
number,
so
we
would
have
to
go
beyond
what
the
departments
were
requested,
but
I
think
there
are
some
ways
that
we
can
do
that
too.
Depending
on
what
the
committee
wants
to
recommend.
F
I
think
the
real,
I
think
the
real
work
for
the
for
the
committee
is
once
you
see
what
staff
has
compiled
in
terms
of
their
suggested
or
possible
options
for
reductions
is
to
understand
the
impact
of
those
reductions
in
terms
of
how
they
affect
service
levels.
Who,
in
the
community
is
impacted
by
those
reductions?
F
How
they
you
know,
are
they
short-term
or
long-term
those
kinds
of
things
and
then
discuss
amongst
the
committee?
What
you
think
the
priorities
are
for
which
ones
we
should
take,
which
ones
we
are
the
least
desirable
and
then
figure
out
how
you
bundle
those
together
to
get
community
input,
because
those
are
the
those
are
the
options
we'd
like
to
take
out
to
the
community
in
the
middle
of
october,
for
the
engagement
round
and
get
feedback
and
say
you
know
if
we,
if
we
have
a
tax
levy
at
this
level.
F
A
And
I
think
just
you
know,
the
other
point
on
the
schedule
that
I
just
want
to
bring
up
is
that
we
have,
for
a
month
or
six
weeks
now
committed
to
having
a
package
in
the
middle
of
october
that
we
bring
to
the
community
and
get
their
feedback
on.
So
necessarily,
we
can't
be
done
until
we
get
that
feedback.
A
A
We
we
we
agreed
that
we
would
go
in
early
november
and
that
leaves
them
four
meetings
to
have
that
conversation.
There's
no
there's
nothing
radical
or
different
about
the
schedule
this
year
versus
any
other
year
that
that
was
set
up
intentionally
because
it
allows
them
that
period
of
time
to
do
that.
So,
if,
if
there's
anybody
in
the
council
who's
surprised
by
that,
it's
because
they're
not
paying
attention
yeah,
it's
not
because
it's
not
because
there's
something
that's
changed
under
the
covers,
and
that's
when
we've
talked
to
the
manager
about
that.
A
That's
the
process
that
we've
talked
about
and
they
can
choose
if
they,
if
they
need
more
meetings,
they
can
make
more
meetings
to
talk
about
it.
You
know
that's
completely
within
their
domain
to
be
able
to
do
that,
but
I
think
we,
when
we
put
the
schedule
together
this
summer,
we
intentionally
landed
it
so
that
the
the
package
that
you
know
basically
our
work
is
nearly
all
done
at
the
end
of
october.
A
A
What
do
you
think
about
why,
where
they
asked
us
to
ask
us
for
feedback
on
specific
questions
that
might
occur
in
november
or
december,
that
isn't
scheduled
right
now,
but
I
think
those
meetings
would
be
fairly
straightforward
meetings
because
they're
not
going
to
require
the
same
mass
of
of
discussion,
they're,
probably
going
to
be
asking
about.
If
we
substituted
this
for
that
or
did
x
or
y.
What
do
you
think
about
that
sort
of
thing
and
get
our
feedback
on
it?.
F
H
Well,
mr
chair,
if
I
might,
this
was
a
pretty
helpful
conversation
for
me
to
think
through
just
based
on
having
watched
that
that
council
study
session
and
some
of
what
I've
been
reading
is.
It's
got
me
sensing
that
there's
a
pretty
credible
school
of
thought.
That's
getting
more
pessimistic
about
the
economic
outlook,
especially
the
20,
back
half
of
2021
economic
outlook,
and
so
it's
against
that
backdrop
that
I
asked
this
question.
H
I
I
appreciate
that
that
you,
mr
city
manager,
laid
out
a
target
that
you
asked
the
departments
to
chase
and
they
must
be
chasing
that
now
probably
feverishly
and
I
could
picture
how
it's
going,
but
I'm
wondering
in
light
of
some
that's
you
know
you
might
be
hearing
in
the
community
or
might
have
divined
from
the
council
plus
potentially
deteriorating
economic
conditions
from
what
I
think
our
discussion
led
to
do.
You
feel
like
sort
of
to
neil's
question:
are
we
going
to
have
a
collision
of
not
enough
inference?
H
F
Co-Chairs
committee
members.
John,
thank
you
for
the
question.
I
think
the
answer
is
yes,
the
you
know
the
two,
the
one
big
unknowable
is
what's
going
to
happen
with
the
lodging
industry
for
our
for
our
budget
purposes,
and
the
admissions
tax
is
also
part
of
that
question.
But
there's
a
lot,
I
think,
there's
a
lot
less
volatility
to
that
than
there
is
to
the
hotel
tax.
F
The
fact
that
business
travel
has
has
essentially
dried
up,
that
the
hotels
are
basically
relying
on
leisure
travelers
right
now
and
as
you
go
back
to
school,
leisure
travel
is
drying
up
as
well.
So
it
is
looking
like
it's
going
to
be
a
longer
recovery
than
what
we
were
looking
at
maybe
a
few
months
ago,
and
we're
adjusting
our
forecasting
internally
to
recognize.
A
Okay,
so
and
I'll
interrupt
your
presentation
right
now
and
just
talk
quickly
about
the
conversation
at
the
city
council.
It
sounds
at
least,
like
john
watch
was
born
on
monday
night
and
watched
the
meeting
and
so
yeah.
I
went
to
the
city
council
meeting
for
the
benefit
of
the
public.
We
ran
through
parts
of
the
presentation
we've
had
here,
so
that
there
was
a
it
wasn't
just
a
freestanding
discussion
about
the
levy,
but
we
talked
about
kind
of
the
factors
that
led
up
to
it.
A
We
talked
about
the
6.44
number
that
we
had
there.
I'd
say
that
at
least
the
initial
reaction
of
the
council
was
that
there
was
a
set
of
people
who
are
willing
to
accept
that
on
the
idea
that
it
wouldn't
turn
out
to
be
the
reality
of
it,
and
there
were
people
who
were
not
willing
to
accept
it
as
a
as
a
number,
and
it
was
somewhat
split,
although
I
suspect,
as
as
people,
think
about
it
more
and
look
ahead
to
22,
they
may
want
a
little
bit
more
flexibility
in
that
area.
A
So
I
didn't
there
was
no
certainly
was
no
consensus
at
the
meeting
that
oh
here's,
what
the
thing
that
we're
going
to
select
is
going
to
happen.
I
don't
think
we'll
we'll
really
know
until
the
meeting
on
the
14th,
which
is
the
next
scheduled
council
meeting
and
that's
the
meeting
where
they
need
to
make
the
decision.
So
it
seems
like
on
the
16th
we'll
hear
back
from
the
staff,
or
if
people
want
to
watch
the
council
meeting,
they
can
watch
that
and
see
what
the
what
the
discussion
is
at
the
console.
A
C
A
Right
and
I
think
the
the
fact
is
that
I
think
the
council
members
are
really
sensitive
to
people
a
lot
of
people
being
in
tough
times
right
now
and
that
they
they
realize
that
not
everyone
can
afford
to
pay
more
in
property
taxes,
and
so
they're
they're
thinking
carefully
about
that,
and
that's
that's
where
the
reaction
is
coming
from.
It's
not
any
more
complicated
than
that.
E
Okay,
so
I
just
want
to
highlight
what
we
were
talking
about
with
getting
input
from
the
community
that
we
do.
We
have
had
a
couple
targeted
community
partner
conversations.
We
had
one
couple
weeks
ago
with
the
latino
and
latino
leaders
in
the
community
that
the
city
has
a
monthly
meeting
with
and
we
were
able
to
join
that
meeting
and
talk
about
the
budget
and
get
their
input.
E
E
Let's
talk,
bloomington
went,
live
and
that's
you
can
get
to
that
from
the
city's
homepage
and
that
or
directly
to
it,
by
that
link
right
there,
and
that
has
an
opportunity
to
take
a
service,
really
short
survey
about
the
budget
or
put
ask
questions
or
or
put
ideas
about
bloomington.
So
I
just
want
to
take
that
opportunity
to
highlight
this
again
and
then
the
last
thing
I
have
coming
back,
there's
a
question
about
just
internal
service
funds
and
the
different
funds.
E
So
just
wanted
to
put
that
information
here
and
it's
been
a
few
weeks
since
we
and
we've
seen
a
lot.
You've
had
lots
of
information
about
the
different
funds
in
the
city
and
the
budget
and
everything
that
goes
into
the
property
tax
levy,
but
just
to
come
back
because
that
it
is
a
large
number
and
you
saw
when
the
departments
are
presenting
their
information.
E
You
see
the
internal
charges
so
just
a
very
brief
kind
of
refresher
and
if
you
want
even
more
detail,
if
you
go
back
to
the
presentation
from
july
22nd,
it
has
much
more
detailed
information.
But
I
won't
read
through
all
of
these.
But
these
are
the
eight
internal
service
funds
and
in
total,
the
charges
out
to
other
funds
are
43
million
and
that
those
are
real
expenses
of
salaries
and
materials
and
services
and
capital.
E
C
C
F
What
the
what
the
internal
service
funds
do
is
maintain
a
working
capital
balance
because
often
they
are
being
utilized
to
pay
cash
for
projects
that
we're
saving
up
for
over
a
number
of
years,
and
so
the
the
balances
that
we're
carrying
in
those
funds.
As
you
go
back
and
take
a
look
at
each
of
those
funds
generally
are
planning
for
future
expenses
and
with
many
of
the
things
that
are
being
purchased
through
the
internal
service
funds.
F
They're,
not
the
kinds
of
things
that
we
would
be
able
to
use
capital
bonding
for
so
in
the
it
fund
is
an
example
right
when
we
have
large
system
replacements
or
enterprise
software
that
we
have
to
replace.
You
know
those
are.
Those
are
not
things
that
we
can
use
capital
bonding
for
so
we
have
to
save
up
funds
for
those.
H
F
You
know
the
internal
service
charge,
if
you
remember
the
the
phrase
that
kept
getting
bandied
about
by
our
public
works
director
and
our
chief
financial
officer
about
eating
our
seed
corn.
That
I
think
this
is
what
chair
peterson
is
getting
to
is
whether
those
working
capital
balances
are
an
opportunity
for
us
to.
B
D
Thank
you,
mr
chair.
Getting
back
to
the
listening
sessions,
it
was
mentioned
that
the
bloomington
chamber
of
commerce
is
holding
a
listening
session
on
september
16th
and
it's
from
11
to
1..
So
an
hour
can
go
by
very
very
quickly
and
I
would
like
to
make
sure
that
that
session
is
used
really
for
the
you
know,
meats
and
I
mean
so
the
meats
and
the
potatoes
of
this
whole
thing,
because
you're
dealing
with
some
pretty
savvy
individuals.
D
F
Yep.
Thank
you,
mr
co-chairs
committee
members,
marine.
It's
a
good
question,
you're
correct
about
the
size
of
the
or
the
the
representation
of
the
chamber,
and
we
spoke
directly
to
the
chamber
staff
about
that.
Our
expectation
is
that
that
is
event
that
event
hosted
by
the
chamber
is
for
all
businesses
in
bloomington.
It's
not
restricted
to
chamber
members.
F
D
Thank
you,
mr
chair.
Thank
you
jamie.
My
last
comment
would
be:
is
the
hospitality
industry
the
hotel
industry
being
invited
to
this,
because
I
think,
based
on
what
we're
seeing
the
really
worst
case,
scenarios
for
that
industry
and
hotels,
having
some
significant
issues
moving
forward
are,
are
they
included?
Will
they
be?
A
I
A
few
years
ago,
the
legal
department
revised
and
updated
the
department's
purpose
statement
it's
too
long
for
a
powerpoint
slide,
but
I
wanted
to
share
two
guiding
statements.
Jamie
left,
it's
quite
long,
but
I
wanted
to
share
two
guiding
statements
from
it
to
ground
you
in
the
workings
of
the
legal
department
at
the
city.
First,
we
seek
justice
and
all
we
do.
I
We
carry
out
that
obligation
seriously.
We
seek
just
and
equitable
outcomes
for
victims,
businesses,
citizens
residents
and
the
various
stakeholders
in
each
criminal
and
civil
case
that
we
handle
in
our
office.
Secondly,
we're
the
city's
legal
council.
We
work
to
provide
sound,
timely,
objective,
collaborative
and
ethical
opinions
to
cities
to
city
staff
throughout
all
of
the
city's
departments,
as
well
as
to
our
elected
and
appointed
officials.
I
Commissions,
there
are
17
positions
in
the
legal
department,
including
the
part-time
shared
and
the
vacant
office
manager
position.
10
of
those
positions
primarily
serve
the
criminal
division
and
the
balance
primarily
served
the
civil
side.
I'm
going
to
highlight
a
few
of
those
positions
tonight
the
office
manager
position
has
been
vacant
for
the
past
few
months.
In
light
of
the
covet-related
budget
pressures
of
2020,
we
made
the
decision
to
hold
that
position
vacant
the
duties
of
that
position
have
been
taken
on
by
everyone
in
the
department
a
little
bit,
which
is
a
temporary
solution.
I
The
crime
victim
liaison
position
is
a
grant
funded
position
that
is
funded
with
federal
and
state
funds,
and
has
a
local
city
match
element
to
it
as
well.
This
position
is
relatively
new
to
the
city.
It's
been
here
for
a
couple
of
years,
and
it
assists
victims
in
accessing
the
judicial
process
and
participating
to
provide
better
outcomes
not
only
for
the
victims,
but
also
for
our
prosecution
and
then
third,
the
risk
and
litigation
manager
is
a
position
that
we
share
with
the
finance
department.
I
So,
with
regard
to
who
are
legal's
customers,
we
serve
many
different
customers
in
the
city's
legal
department
on
the
criminal
side,
our
client
is
technically
the
state
of
minnesota
and
the
city
of
bloomington.
However,
we
act
in
service
to
our
justice
partners,
who
are
private
attorneys,
public
defenders
and
the
bench,
the
public
victims,
both
individuals,
as
well
as
our
corporate
businesses
and
multiple
police
departments,
bloomington,
metro,
transit,
state
patrol
in
hennepin
county,
for
example.
I
On
the
civil
side,
our
client
is
city
of
bloomington.
Technically,
however,
we
act
in
service
to
the
public,
to
our
residents,
to
our
community,
to
the
businesses,
to
our
visitors,
to
the
nonprofit
organizations
to
applicants
potential
project
submitters
to
the
boards
and
the
elected
officials
and
other
government
jurisdictions
watershed
districts.
I
So,
as
you
can
see,
it's
a
lot
of
different
customers
who
have
an
opinion
about
what
we're
working
on
these
entities
are
are
numerous
and
we
often
have
to
serve
them
at
the
same
time
they
have
competing
complementary
and
sometimes
adversarial
interests
and
sometimes
all
three.
At
the
same
time,
we
don't
necessarily
get
to
pick
who
we
serve
at
the
same
time
or
in
conjunction
with
each
other,
because
we're
oftentimes
responding
to
the
efforts
or
endeavors
or
activities
of
others,
be
it
public
officials,
the
the
public
as
applicants
or
city
departments
or
other
jurisdictions.
I
I
Another
area
is
the
community
services
department,
which
has
the
support
of
the
the
co-ed
support,
which
I
believe
you've
heard
about.
In
a
previous
presentation,
I've
talked
a
little
bit
about
the
legal
department's
crime
victim
liaison.
That
position
not
only
works
with
victims
directly,
but
also
out
in
the
community,
doing
outreach
and
community
building,
and
then
we
have
criminal
prosecution
standards
and,
for
example,
one
of
our
standards
includes
a
preference
for
encouraging
unlicensed
drivers
to
obtain
a
valid
license
by
participating
in
a
diversion
program.
I
I
As
I
mentioned
a
little
bit
before
much
of
our
work
is
responsive
to
the
requests
that
come
in
or
to
external
events
or
activities
that
are
happening
in
the
community.
However,
we
also
proactively
advise
our
clients
so
that
they
can
make
the
best
informed
decisions
when
they're
out
administering
programs
and
implementing
and
enacting
our
ordinances.
I
We
track
and
measure
our
work
on
over
15
different
metrics.
I've
noted
a
couple
of
them
here
just
to
give
you
a
sense
of
the
volume
of
work
that
we
have
in
the
civil
division.
Our
work
tends
to
measure
about
the
same
year-over-year,
with
some
notable
examples
being
data
practices.
Requests
are
incredibly
increasing
every
year,
litigation
demands
tend
to
increase,
as
well
as
this
past
year,
assisting
with
the
rather
unprecedented
global
pandemic.
I
I
As
I,
as
I
know,
you
know,
2020
has
been
unique
and
our
prosecutors
have
been
working
very
hard
under
those
very
unique
circumstances.
We've
been
trying
to
resolve
as
many
cases
as
possible
electronically,
and
you
might
think
that
that
would
make
the
work
a
little
less
because
it
doesn't
require
as
many
court
appearances.
However,
something
that
could
be
resolved
in
person
in
court
in
just
a
couple
of
minutes,
we'll
take
multiple
staff,
people
and
many
emails,
both
internally
and
externally,
to
handle
the
same
item
outside
of
the
courtroom.
I
I
I
I
For
example,
our
civil
paralegal
nearly
single-handedly
transitioned
an
electronic
document
program
that
docusign
program
that
I
mentioned
earlier,
that
we
were
piloting
with
one
type
of
document
in
quarter,
one
to
full
utilization,
practically
overnight.
It's
become
invaluable
to
the
efficiency
in
the
safety
of
our
workers
in
the
workplace.
I
I
Finally,
every
day,
members
of
the
legal
department
are
supporting
the
city's
global
health
pandemic
response,
be
it
through
the
site,
safety
planning
and
revisions
that
we've
done.
The
remote
work
policy
updates
we've
been
revising
contracts
to
make
sure
that
they
address
covet
concerns.
We've
also
been
drafting
emergency
regulations
and
all
other
kinds
of
things.
That
start
with
the
word
emergency,
one
of
which
being
outdoor
patio,
dining
regulations
and
and
some
other
regulations
too
many
many
things
have
been
have
been-
have
been
new
and
unprecedented
in
legal
department.
I
These
past
six
months
with
regard
to
the
new
normal
in
2020,
we've
also
had
some
challenges.
It's
not
this
year
hasn't
despite
all
of
our
successes,
it
hasn't
been
without
many
challenges.
For
us,
although
in
one
of
this
is
the
the
challenge
of
criminal
court
hearings,
many
of
the
courts
have
moved
to
report
remote
hearings.
However,
hennepin
county
court
administration
has
been
requiring
our
prosecutors
to
appear
in
person
and
we've
also
because
of
covet,
had
reduced
calendars.
Our
prosecutors
appear
at
the
public
safety
facility
and
the
courthouse
in
downtown
minneapolis.
I
The
reduced
calendar
sizes
have
created
a
backlog
of
unheard
cases
and
those
in
that
backlog
continues
to
grow.
We've
been
working
with
the
court
administration
to
figure
out
a
way
to
address
this
and
we're
hopeful
that
we
will
be
able
to
do
that,
but
we
need
to
be
mindful
and
continue
to
work,
to
ensure
the
safety
of
all
those
that
are
involved
in
the
in
the
court
process,
the
victims,
the
lawyers,
our
crime,
victim
liaison,
as
well
as
the
defendants
and
those
involved
in
court
administration.
I
As
I
mentioned,
we've
had
more
than
our
share
of
emergency
response
efforts
as
well
in
the
legal
department,
we've
been
working
long
hours
to
ensure
sound,
objective
and
reasoned
legal
opinions
during
these
enduring
and
unprecedented
times,
because
we're
one
of
those
departments
that
serves
all
of
the
needs
of
the
city
and
all
the
different
departments.
We
oftentimes
learn
what
is
going
on
in
each
of
them
and
we
become
the
coordinator
of
those
related
efforts
and
bring
together
the
pieces
because
we're
seeing
it
all
roll
through
in
the
legal
documents.
I
I
I
I
There
is
a
city
match
and
we
meet
that
match
through
dwi
forfeiture
funds,
the
county's
I.t
department,
the
hennepin
county.
I
t
department
has
also
been
invaluable
in
assisting
our
department
with
those
integrations
that
I
mentioned
previously,
and
they
will
dramatically,
we
believe,
increase
our
efficiencies,
as
well
as
the
customer
experience
both
internally
and
externally
facing
so.
The
county.
In
addition
to
working
with
us,
has
also
indicated
that
it
is
going
to
provide
us
with
some
financial
assistance
for
those
tech
integrations.
So
we're
looking
very
we're
very
excited
about
that
opportunity.
As.
I
We
have
been
working
on
the
renewed
opportunity
to
explore
the
development
of
additional
diversion
programs
and
restorative
justice
on
the
criminal
side
for
those
of
you
unfamiliar
with
those
terms.
Those
are
ways
that
we
address
criminal,
offenses
outside
of
the
criminal
court
process
and
minimize
the
collateral
consequences.
I
I
I
I
I
So
I'll
only
note
here
that
the
2021
proposed
budget
changes
or
the
2021
proposed
budget
changes
the
vacant
office
manager
position
to
a
legal
administrative
assistant
based
on
the
experiences
that
we've
had
thus
far
in
2020.
We
believe
that
the
department
needs
some
clerical
assistance
to
help
with
the
processing
of
department-wide
matters
and
that
we
don't
have
a
person
in
that
type
of
position
right
now,
right
now
we
have
multiple
people
performing
the
same
task
individually
and
that
just
isn't
a
very
efficient
way
to
get
things
done.
I
This
slide
was
provided
to
me
by
the
finance
department.
It's
a
high
level
overview
of
the
department's
budget
and
I'm
providing
it
tonight
to
give
you
a
sense
of
the
scale
of
our
budget
relative
to
the
other
budgets
that
you've
been
provided
with
information
on.
So
with
that,
that's
the
final
slide
and
I
stand
available
for
questions
and
as
a
reminder,
we
have
the
two
deputy
city
attorneys
on
available,
also,
as
well
as
the
risk
and
litigation
manager.
D
I
Chairmembers,
the
are
chairs
and
members.
The
legal
department
does
contract
out
for
legal
services.
It's
a
variety
of
different
things.
The,
although
the
city
is
is
you
know
there
is
the
city
of
bloomington,
but
then
there's
also
the
port
authority
and
the
hra,
so
the
port
authority
and
the
hra
have
their
own
independent
legal
counsel,
so
that
is
contracted
out
separately
because
they're
separate
legal
entities,
as
well
as
the
representation
that
we
have
for
various
matters
that
are
covered
by
our
league
of
minnesota
insurance
trust.
I
I
Chairs
and
members,
it
is
not
a
part
of
my
budget.
I
have
a
small
line
item
in
the
legal
budget
for
outside
counsel
and
we
use
that
when
we
encounter
a
very
nuanced
legal
issue
that
we
know,
someone
else
has
already
looked
into
so
we'll
do
a
short
little
contract
with
a
law
firm
to
get.
You
know
that
information
or
something
like
that,
but
no,
we
do
not
have
those
items
in
our
budget.
B
H
Thank
you,
mr
chair,
thank
you,
melissa
and,
and
all
the
important
work
and
all
all
the
others
that
are
on
here
is
is
really
appreciated.
I
think
by
all
of
us.
I
have
a
question
that
relates
really
to
the
misdemeanor
prosecutions
and
I
know
a
lot
of
cities
contract
that
work
out,
and
I
just
wondered
if,
if
you
folks
have
looked
at
that
and
the
pros
and
cons
whether
it's
you
know
performance
or
whether
it's
cost
effectiveness
of
possibly
contracting
out
the
misdemeanor
prosecution
work.
I
Chairs
and
members,
we
have
definitely
looked
at
that
over
the
years.
We've
done
as
much
analysis
as
as
possible.
The
city
has
had
in-house
prosecution
for
many
years
and
it's
difficult
to
estimate
what
a
proposal
would
come
in
at
from
an
outside
law
firm.
We
know
that
we
have
the
largest
case
load
of
all
of
the
suburban
jurisdictions
and
we
know
that
we
appear
in
downtown.
I
So
there
are
some
things
that
we
know
about
what
it
would
be
like
to
to
contract
out
for
those
services
and
without
going
out
for
an
rfp,
it's
difficult
to
know
exactly
how
much
that
would
be.
But,
yes,
we
have
done
that
analysis
based
on
our
and
our
best
guesses,
on
those
on
the
various
things
that
we
can
predict.
H
Can
I
assume
that
it
looks
like
about
60
percent
of
the
work
and
the
lawyers
and
the
support
staff
are
in
the
criminal
division
here,
which
would
be
basically
the
misdemeanors?
Would
that
suggest
that
sixty
percent,
or
so
of
the
two
million
dollars
is
related
that
discipline
or
would
that
be
a
false
assumption?.
I
So,
for
example,
we
have
a
civil
attorney
right
now,
that's
working
on
preparing
a
brief
to
this.
I
believe
the
supreme
court
and
she's
being
supported
by
an
attorney
on
the
criminal
side,
a
prosecutor,
and
then
we
had
another
one
that
was
drafted
by
a
prosecutor
that
was
being
supported
by
a
civil
attorney.
I
So
that's
an
example
of
on
the
attorney
side,
where
we
we
support
each
other
across
the
way
and
then
similarly
there
are
a
lot
of
issues
that
don't
cut
cleanly
on
criminal
and
civil,
so
oftentimes,
just
as
an
example
most,
if
not
I
mean
many.
Many
of
our
violations
of
our
city
code
are
technically
criminal
violations,
but
we
also
have
an
administrative,
more
civil
process
that
we
can
use
to
to
enforce
the
code
as
well.
I
H
Thanks,
that's
helpful
and
the
last
one
serving
this
these
lines
is.
I
know
that
a
lot
of
the
larger
private
firms
and
and
other
private
firms
have
a
pretty
serious
pro
bono
commitment
and
in
some
instances,
that
that
includes
having
private
firm
lawyers
essentially
loaned
out
to
some
of
the
prosecution
offices
or
cities
to
do
some
of
the
prosecutions.
H
I
Chairs
and
members-
you
know
I
haven't
looked
at
at
the
cost
efficiency
of
a
program
like
that.
We
have
done
some
initial
research
asked
in
in
years
past
about
bringing
on
a
law
clerk
because,
as
a
law
clerk,
you
can
get
student
certified
to
appear
in
in
court
and
we've
looked
at
the
possibility
of
that
as
a
way
of
broadening
our
resources.
I
And,
quite
frankly,
we
were
our.
Our
four
prosecutors
prior
to
bringing
on
the
deputy
were
were
carrying
extremely
large
case
loads
per
attorney,
and
we
did
we
weren't
confident
that
we
could
provide
the
level
of
guidance
in
in
teaching
that
someone
in
that
position
would
need
to
learn.
Given
the
heavy
caseloads.
We
now
have
five
people
that
are
available
to
appear
for
us
in
criminal
court,
and
so
it's
certainly
something
we
could
look
into.
I
I
I
know
that
we
do
work
with
the
police
department
and
its
efforts
out
in
the
community
related
to
restorative
justice,
as
well
as
with
the
with
ms
jackson
in
the
city
manager's
office,
on
some
on
some
newer
initiatives.
But
we
don't
have
a
broad
array
of
restorative
justice
programs
underway
right
now,
and
we
hope
to
do
that
in
2021..
B
J
Mr
chair
members,
melissa.
Thank
you
good
presentation
very
helpful,
very
informative.
I
want
to
kind
of
dig
into
a
kind
of
just
in
the
weeds
a
little
bit
as
I'm
trying
to
work
through
some
options.
I'd
like
to
share
with
the
commission
here,
but
I'm
aware
of
some
cities
in
the
metro
that
have
developed
kind
of
public-private
partnerships
to
help
raise
funds
to
fix
up
kind
of
public
infrastructure,
I.e,
baseball
fields,
softball
fields,
ice,
rinks,
community
centers,
you
name
it
and
I'm
just
struck
by
the
challenges
that
we
have
before
us.
J
One
revenue
increases
two
cuts
in
funding
which
could
translate
to
less
services
for
the
public,
but
also
this
question
that
just
nags
at
me
of
the
public
infrastructure.
A
lot
of
the
buildings
here
were
opened
roughly
at
the
same
time
and
they're
coming
of
age,
where
they
need
significant
investment
to
just
be
maintained,
let
alone
enhanced.
J
So
I'm
wondering
if
you
know
what
the
kind
of
how
long
like
legal
review
that
process
around
developing
some
creative
solutions
that
could
be
potentially
brought
to
the
commission
here
to
find
additional
revenues
to
help
us
maintain
high
quality
services
for
the
public
kind
of
how
you
approach
that,
maybe
strategically
or
if
there's
things
that
we
can
look
at
that
we
haven't
looked
at
in
the
past
more
seriously.
So
I
just
kind
of
want
to
get
your
general
thoughts
about
that
as
we're
working
through
these
issues.
I
I
Structures
improvements
to
real
estate.
We
have
I
I
can't
remember
the
last
time.
I
know
there
was
an
effort
to
update
that.
I
don't
know
if
it
was
completed
or
if
it's
still
underway.
I
know
that
it
was
definitely
started,
and
there
was
another
research
effort
that
we
undertook
to
explore
how
some
of
those
other
cities,
probably
some
of
the
ones,
the
same
ones
you're.
Thinking
of
I
believe
woodbury
was
one
of
them.
I
We
looked
into
some
specific
opportunities
related
to
some
of
the
improvements
that
were
being
envisioned
in
recent
years,
and
we
encountered
some
challenges
related
to
the
financing
of
those
projects
and
in
in
linking
in
naming
rights
to
that
to
a
project
that
was
financed
in
certain
specific
ways.
So
I
think
that
we
very
much
remain
interested
in
the
opportunities
that
are
there
as
well.
K
K
Chris
wilson
assistant
city
manager,
the
administration
department
here
at
the
city,
consists
of
the
city
manager's
office,
our
human
resources
division
and
our
city
clerk's
office,
a
subset
of
which
is
the
motor
vehicle
or
deputy
registrar
office
here
at
the
city
of
bloomington.
So
I'll
talk
to
you
briefly
about
our
budget
staffing
and
the
services
provided
by
each
of
these
divisions.
K
K
As
you
can
see,
personnel
costs
are
by
far
the
largest
category
of
expense.
In
each
of
these
departments.
We
don't
buy
vehicles,
we
don't
buy
road
salt,
we
don't.
You
know
we
don't
buy
much
beyond
the
occasional
office
supply,
so
the
vast
majority
of
our
expenses
are
in
wages
and
benefits
down
near
the
bottom
of
this
chart.
You'll
see
something
called
chargebacks.
K
K
Those
are
mostly
our
enterprise
funds
that
we're
trying
to
run
sort
of
like
a
business
where
their
revenue
covers
their
cost
of
operating
in
order
to
have
an
accurate
cost
of
what
it
takes
to
operate,
our
utilities
division.
You
need
to
keep
in
mind
that
we
do
all
of
their
hiring.
For
them,
the
finance
department
does
their
payroll
and
their
accounts
payable
and
so
on.
So
each
of
these
offices
receives
some
chargeback
funds
from
places
like
utilities,
golf
courses,
motor
vehicle,
etc.
K
K
K
K
Some
priorities
we
have
in
the
city
manager's
office
that
we
were
just
on
the
cusp
of
getting
started
to
address
when
this
pandemic
hit
would
be
updating
the
council's
strategic
plan.
They
are
in
what
was
called
to
be
the
final
year
of
the
current
strategic
plan,
and
we
had
been
in
conversations
with
the
council
about
embarking
on
a
broader
community-based
strategic
planning
process.
K
I
believe
that
agenda
item
was
actually
pulled
from
the
council
agenda
on
march
16th.
If
I
remember
correctly,
and
the
other
initiative
that
we
were
on
the
cusp
of
starting,
was
an
enhanced
level
of
performance
measurement,
where
we're
really
benchmarking
our
services
and
using
the
data
we
collect
in
a
strategic
way
to
guide
our
operations,
we
had
conducted
first-round
interviews
for
a
fellow
from
a
national
city
managers
organization
that
would
have
been
with
us
for
two
years
and
their
primary
function
was
going
to
be
to
support
that
performance
measurement
initiative.
K
K
At
the
moment
human
resources
department
is
responsible
for
all
of
our
recruitment
and
hiring
the
collective
bargaining
agreements
with
our
five
employee
unions,
setting
compensation
and
benefit
levels
both
in
the
union
and
non-union
environment
are
personnel
policies,
things
including
our
respectful
workplace
policy,
safety
policies
to
some
extent,
drug
testing
policies.
That
type
of
thing
we
do
some
employee
training.
K
A
lot
of
employee
training
is
done
and
funded
at
the
department
level
on
specific
things,
but
we
focus
on
training
in
supervisors
and
training
employees
on
things
like
preventing
sexual
harassment
and
that
type
of
thing,
and
then
we
also
do
a
fair
amount
of
compliance
work.
We
handle
the
city's
workers,
compensation,
claims,
fmla,
leave,
ada
compliance
and
a
variety
of
other
regulatory
functions
that
the
city
needs
to
meet
as
an
employer
are
the
responsibilities
of
the
human
resources
division.
K
And
you
get
to
our
city
clerk's
office,
the
city
clerk's
office
handles
records
management
for
the
city,
so
everything
we
take
in
as
information
is
governed
under
both
state
law
as
well
as
city
policy.
So
we
control
how
long
we
keep
data
and
official
records
of
the
city
as
well
as
public,
provide
public
access
to
that
data
through
the
data
request
process.
That's
an
increasing
challenge
for
us
as
a
city.
It
affects
all
of
the
city's
departments,
but
the
coordination
and
efforts
to
keep
a
high
level
of
compliance
are
handled
in
the
city.
K
Clerk's
office
city
clerk's
office
is
responsible
for
licensing
and
they
serve
largely
as
the
record
keeper
and
administrator,
while
partnering
with
a
number
of
other
departments.
So,
for
example,
licensing
to
sell
tobacco
and
liquor
licensing
runs
through
the
city
clerk's
office,
in
partnership
with
the
police
department,
who
ensures
compliance,
we
license
rental
housing
in
hotels
and
restaurants
in
partnership
within
our
environmental,
health
inspectors
and
division
contractors,
in
partnership
with
the
building
and
inspection
staff
and
a
variety
of
other
licensing.
K
We
license
massage
therapists,
tattoo
parlors,
pawn
shops,
things
like
that
passports,
not
at
this
exact
moment,
but
in
general
you
can
make
an
appointment
and
come
to
civic
plaza
and
get
a
passport
from
our
city,
clerk's
staff.
That
service
was
suspended
in
late
march
and
we
have
yet
to
resume
due
to
the
backlog
at
the
national
level.
We're
an
a
passport
agent
of
this
u.s
state
department.
K
We
are
resuming
that
operation
as
of
september
21st,
so
that
does
bring
in
some
revenue
to
the
department
that
revenue
will
be
significantly
diminished
this
year
and
we
are
budgeting
for
it
to
remain
slow
next
year.
Considering
that
we
expect
the
demand
for
international
travel
to
remain
relatively
low
elections.
The
city
clerk's
office
handles
our
elections.
This
year,
they've
conducted
three
elections
with
a
presidential
primary
in
march,
the
regular
primary
about
a
few
weeks
ago
in
august,
and
then
they
are
currently
preparing
to
handle
a
presidential
election
in
the
midst
of
a
pandemic.
K
We
do
do
elections
every
year,
however,
because
the
mayor
and
city
council
elections
are
held
in
the
odd-numbered
calendar
year
and
we
partner
with
the
school
board.
So
our
elections
budget
has
sort
of
a
four-year
roller
coaster
to
it,
with
presidential
election
years
costing
us
the
most
followed
in
two
years
later.
The
gubernatorial
elections
cost
us
a
little
bit
less
and
then
the
two
years,
where
we're
running
municipal
elections
are
the
least.
K
So,
fortunately
we
are
headed
into
one
of
our
least
expensive
election
years
in
a
municipal
year
and
then,
lastly,
we
again
in
partnership
with
our
park
maintenance
department.
We
handle
the
business
aspect
of
the
city
cemetery
while
they
handle
the
maintenance
aspect
of
it.
So
the
sale
of
cemetery,
burial,
lots
and
columbarium
niches
through
the
city
cemetery
is
business,
that's
transacted
by
the
city,
clerk's
office
and
then,
lastly,
as
I
mentioned,
part
of
the
city
clerk's
office
is
our
motor
vehicle
or
deputy
registrar
office.
K
If
you
are
following
the
city's
budget
conversations
last
spring,
there
was
significant
conversation
about
the
future
of
the
motor
vehicle
office.
So
I
thought
in
my
last
couple
slides
that
go
into
just
a
little
bit
more
detail
and
background
on
that
division.
So
at
the
bloomington
motor
vehicle
office
you
can
renew
your
driver's
license
or
obtain
an
enhanced
id
or
a
real
id.
K
K
K
K
Once
upon
a
time,
this
office
did
generate
excess
revenue
for
the
city,
but
it
has
needed
an
increasing
amount
of
financial
support
from
some
other
source.
In
addition
to
the
fees
it
collects
for
several
years
for
2021
to
keep
the
office
open,
we
will
need
225
000
in
property
tax
support,
just
a
quick
look
at
that
fee
type.
So
if
you
go
to
our
office
to
renew
your
motor
vehicle
tabs,
we
retain
seven
dollars.
That's
up
a
dollar.
K
K
We
thought
would
yield
us
fifty
thousand
dollars
in
extra
revenue
this
year,
but
obviously
with
the
closure
and
now
the
appointment
only
service
it
we're
not
going
to
see
that
motor
vehicle
title
transfers
also
went
up
a
dollar
last
july
after
having
been
the
same
for
seven
years,
driver's
licenses
are
eight
dollars
and
that
hasn't
changed
since
july
of
2014
and
dnr
transactions,
which
are
a
relatively
small
part
of
our
business.
We
keep
four
to
seven
dollars
and
those
haven't
changed
since
the
early
2000s.
K
As
you
can
imagine,
our
personnel
costs
our
health
insurance
costs
have
increased
in
these
times,
while
our
fees
have
not.
Our
transaction
counts
dipped.
When
the
state
made
a
major
software
change
a
couple
of
years
ago
and
they
have
stabilized,
but
they
have
not
returned,
and
the
reason
for
that
is
that
the
state,
when
they
created
new
software,
they
pushed
a
larger
portion
of
the
transaction
onto
local
offices.
K
So
now
we
have
to
do
a
transaction
that
takes
us
more
time,
but
we
collect
the
same
amount
of
revenue
and
therefore
we're
unable
to
do
as
many
transactions
as
a
day.
I
want
to
stress
that
our
staff
across
the
department,
but
particularly
in
the
motor
vehicle
office
they
work
from
the
minute
they
unlock
that
door,
there's
a
line
outside
that
door.
In
the
days
before
we
had
appointment
only
they
serve
customers
from
the
minute
they
walk
in
until
the
minute
they
leave.
K
There
have
been
legislative
efforts
to
seek
increased
fees
for
local
offices.
I
believe
in
each
of
the
last
three
legislative
sessions.
There
are
already
plans
underway
to
seek
fee
increases,
particularly,
I
think,
for
the
driver's
license
area
in
the
2021
session,
but
we
are
at
the
legislature's
mercy
and
whether
they
will
see
this
as
a
priority,
given
everything
else
going
on
in
our
state
and
our
world
remains
to
be
seen
and
if
they
do
something
similar
in
magnitude
to
what
they
did
last
summer,
it
will
likely
not
close
our
budget
gap.
K
Even
you
know,
with
a
fee
increase,
it
would
help.
It
would
certainly
help,
but
I
want
to
also
point
out
the
driver's
license.
We
collect
eight
dollars,
that's
what
we've
been
getting
since
july
of
2014
and
now
they've
added
real
id,
which
again
takes
significantly
longer
for
our
staff
to
process
that
transaction,
but
we
still
get
just
eight
dollars
for
it.
So
the
economics
are
very
challenging.
K
K
We
had
budgeted
and
hoped
that
we
were
going
to
bring
in
605
000
in
revenue
this
year,
like
I
said
that
is
not
going
to
happen,
given
the
closure
and
the
appointment
only
status,
so
back
in
2017,
this
fund
needed
a
little
bit
of
help
to
get
by.
So
we
took
the
revenue
that
we
were
getting
off
of
passports,
which
are
done
in
a
different
building
by
different
staff,
but
we
took
that
revenue
and
sent
it
to
the
motor
vehicle
budget
to
keep
that
fund
going,
and
we
did
that
again
in
2018.
K
in
2019
they
were
getting
the
passport
revenue
and
then
they
were
also
getting.
They
needed
property
tax
revenue
for
the
first
time
in
a
while
in
2020
they
continued
to
need
the
property
tax
revenue
and
we
had
some
positive
budget
performance
from
a
previous
year
that
we
were
able
to
from
another
area
of
the
city
that
we
were
able
to
transfer
into
this
fund.
K
A
Thank
you.
So
I
do.
I
do
have
one
question
about
the
motor
vehicle
in
particular,
and
when
I,
when
I
look
at
the
kind
of
pricing
pressure
that
the
legends
legislature
has
created,
and
I
look
at
the
staffing
model,
which
is
the
fte
staffing
model,
with
the
fully
burdened
kind
of
cost
associated
with
that.
A
It
seems
like
one
one
thing
that
if
we
wanted
to
keep
that
operation
going
would
be
to
go
to
a
staffing
model
that
didn't
have
quite
quite
as
much
burden
on
it
as
full-time
staff.
And
I'm
wondering
if
you
have
considered
alternative
staffing
models
for
how
that
office
works
and
whether
that
would
improve
the
chance
of
the
office
being
viable
in
the
future.
K
As
I
said,
we
have
three
part-time
staff
in
that
department
or
in
that
service
area
of
the
city.
Currently
we
see
the
most
turnover
in
our
part-time
staff,
and
this
is
an
area
that
we
need
people
who
understand
the
pretty
complex
software.
So
it
takes
us
months
to
get
a
new
employee
one.
They
have
to
be
sort
of
certified
by
the
state
to
do
this,
work
so
trained
on
the
software
and
approved
to
do
this
work
thing.
They
have
to
be
fingerprinted
and
so
on.
K
It
does
our
passport
revenues
when
they
stay
in
the
office
that
provides
the
service,
offsets
the
personnel
costs
of
doing
the
work
and
provides
us
a
little
bit
of
extra
I'm
talking,
maybe
twelve
fifteen
thousand
dollars.
The
last
time
I
did
the
math
so
they're
at
least
passport
service
is
carrying
its
own
weight
in
terms
of
the
personnel
we
put
into
it.
G
K
It's
included
in
this.
Our
thought
process
to
date
is
that
if
we
keep
the
office
open,
we
would
fill
the
vacant
position
in
order
to
be
able
to
have
less
weight
lower
wait
times
in
order
to
be
able
to
provide
a
level
of
service
that
we
are
proud
to
put
the
city
of
bloomington's
name
on
it.
It's
not
an
absolute.
We
could
continue
operating
at
the
current
staffing
level.
H
Hey
mr
chair,
thank
you
chris.
I
just
want
to
stay
on
this
motor
vehicle
thing
for
for
a
minute
more,
I'm
assuming
that,
if
bloomington,
if
the
city
of
bloomington
closed
the
city
of
bloomington
motor
vehicle
office,
that
the
load
would
fall
on
largely
the
hederman
county
service
centers,
is
that
fair?
I
know
there
are
a
few
private
ones,
but
basically
the
county.
K
I
believe
so,
yes,
depending
on
where
you
are
located
in
the
city
of
bloomington,
you
might
go
to
the
hennepin
county
service
center
at
south
del
mall
in
edina
you,
if
you're
in
the
southern
part
of
the
city
near
35,
you
might
hop
on
and
go
down
to
burnsville
same
thing
if
you're
in
the
far
eastern
side
over
by
cedar
avenue,
you
might
jog
over
to
eagan
for
your
needs.
This
is
a
service
that
you
do
not
have
to
get
in
the
city
you
live
in.
K
So
if
you
need
a
building,
permit,
you've
got
and
you
live
in.
Bloomington.
You've
got
to
come
to
us
for
your
deck
permit
right
for
this
service.
We
serve
anybody.
Any
minnesotan
who
needs
their
driver's
license
renewed
or
their
motor
vehicle
tabs,
renewed
or
whatever,
and
the
same
is
true
of
our
residents.
So
you
know
many
of
our
residents
do
use
our
bloomington
office.
Others
use
an
office
that
is
convenient
to
where
they
work
or
you
know,
travel
on
a
regular
basis.
K
K
What
part
of
bloomington
is
within
a
10
mile
radius
of
another
office,
and
I
mean
you
could
maybe
put
one
on
the
banks
of
the
river
really
really
far
south,
but
the
vast
majority
of
our
land
is
so
hennepin
county
would
have
to
give
basically
permission
for
another
entity
to
open
an
office
in
bloomington.
So.
H
My
sense
is
that
that,
if
that
office,
closed,
hadamard
county
would
either
establish
a
bloomington
office
or
get
a
substantial
increase
in
the
work,
that's
got
to
be
done
out
of
their
off
their
service
center
at
southdale,
and
so
it
leads
me
to
wonder
if
we've
explored
or
could
explore
some
partnership
opportunities
with
hennepin
county
where
they
might
share
in
that
the
225
000
shortfall
nut.
That
we've
got
here
or
is
that
just
unreasonable.
K
I
don't
think
it's,
you
know
completely
out
of
the
bounds,
but
it's
my
and
I'm
not
super
familiar
with
hennepin
county's
operations,
but
it's
my
understanding
that
they're
putting
property
tax
support
into
their
service
centers
as
well.
So
would
they
be
up
for
providing
more
property
tax
support?
You
know
to
an
operation
like
this.
I
I
don't
know
I
suspect,
they're
dealing
with
the
same
challenges.
We
are
the
state
legislature.
F
F
They
did
suggest
that
perhaps
they
could
help
with
staff
at
our
facility
during
the
during
the
current
operating
environment
that
doesn't
provide
us
much
assistance
because
we're
actually
not
able
to
pass
through
the
normal
number
of
people
anyway
because
of
the
social
distancing
requirements
in
the
way
we
have
the
stations
set
up
so
having
more
staff
being
able
to
process
more
transactions
doesn't
help
us.
Currently,
it
might
be
something
we're
willing
to
look
at
in
the
future
if,
if
the
decision
is
to
keep
the
facility
open.
G
J
Mr
chair
members,
chris,
are
there
other
new
technologies
that
would
allow
us
to
increase
the
quality
of
services
to
the
public
and
save
costs
that
could
be
deployed
some
sort
of
online
solutions?
I
recognize
there
are
barriers
where
there
are.
You
know
some
people
who
don't
have
access
to
technology
and
that's
a
serious
issue,
but
are
there
ways
to
improve
the
quality
of
services
and
save
costs
here?
Is
there
anything
looming
out
there?
K
K
So
there's
not
much
freedom
there
in
the
move
to
online
those
revenues
go
straight
to
the
state,
so
that
is
a
negative
for
us
in
this
particular
case
we're
using
transaction
or
technology
in
the
sense
of
you
know,
when
we
moved
to
appointment
only
we
had
we're
using.
We
have
an
online
system
for
scheduling
your
passport
appointments.
K
Now
we
quick
train
some
more
people
up
and
now
we're
using
that
online
system
to
schedule
your
motor
vehicle
appointment
we've
looked
into
and
as
soon
as
we
can
sort
of
go
to
the
next
level
of
service
at
motor
vehicle
in
the
pandemic,
a
technology
called
no
weight
inside,
so
you
get
there
and
it
sort
of
tech.
You
text
that
you're
in
the
parking
lot
and
then
it
pings
you.
You
know
some
restaurants
use
something
similar.
K
K
We
can
hope
that
that
software
works
better
than
mnlars
and
that
it
allows
us
to
process
a
few
more
transactions
in
an
hour.
If
it's,
you
know
really
user-friendly
for
the
staff
at
the
counter,
and
that
kind
of
thing,
so
we
there's,
I
have
not
seen
a
demo
or
anything
of
it.
Our
deputy
registrar
is
really
in
tune
with
what
that
software
change
means.
So
I
suppose
there's
a
slight
chance
that
that
a
good
software
there
makes
us
more
efficient,
but
it's
a
statewide
deal.
It's
nothing
that
the
city
of
bloomington
controls.
J
Mr
chair
members,
chris
is
there
in
terms
of
the
building
and
I've,
as
I've
been
over
there
a
number
of
times
myself
and
thoroughly
appreciate
the
service
and
hospitality.
Is
there?
Is
there
savings
there's
a
space
here
in
this
building
where
they
can
move
over,
to
try
to
save
costs
on
the
building
or.
K
Not
readily
at
hand
when
we
were
looking
at
building
a
community
center
say
this
time.
Last
year,
the
parks
and
rec's
offices
would
have
moved
to
the
community
center
and
we
had
sort
of
a
tentative
plan
to
move
motor
vehicle
here.
That
would
have
to
do
a
little
bit
of
remodeling
if
there
were
some
other
significant
change
in
what
services
are
provided
out
of
this
building,
we
do
have
to
meet
some
strict
standards
for
separation
of
our
passport
services
from
our
driver's
license
services.
K
K
And
secondly,
honestly
that
wouldn't
save
us
money
because
of
the
way
we
charge
for
building
space,
the
per
square
footage
space
and
occupancy
charge
to
be
here
at
civic,
plaza
is
higher
than
it
is.
Thankfully,
they're
not
charging
us
much
for
that
building
over
at
logan,
because
it's
not
a
particularly
fancy.
Building
we've
looked
at
the
possibility
of
leasing
space
to
motor
vehicle,
try
to
get
it
out
in
a
really
more
visible,
highly
traffic
space.
K
A
A
A
Make
their
way
to
the
right
spot
and
one
of
the
staff
might
find
the
tabs
in
their
inbox
at
the
office
here
to
bring
to
me
at
the
next
meeting
to
save
a
stamp
but
the
the
fundamentals.
I
look
at
the
fundamentals
of
this
business.
Okay,
here's
the
here's,
the
fundamentals
of
the
business
as
I
look
at
it
is
that
the
revenues
of
the
business
are
basically
flat.
Okay
and
the
way
it's
been
described
is
from
our
productive
capacity
of
the
business.
A
You
know
the
people
who
are
in
there
from
the
day
time
the
door
is
open
at
the
time
of
the
door,
closed
are
in
their
processing
transactions,
so
our
ability
to
to
kind
of
capture
marginal
capacity
and
generate
more
revenue.
That
way
is
really
limited,
and
then
I
go
and
I
look
at
and
I
take
that
the
small
version
of
that
chart-
and
I
kind
of
add
up
the
numbers-
and
I
look
at
the
2017
kind
of
subsidy
of
10.8
percent
2018
12.5
percent
2019
26.8,
and
then
you
know
at
least
budgeted
for
2020.
A
It's
not
going
to
turn
out
this
way.
It
was
33
and
I
look
at
that.
Look
at
all
of
those
trends
put
together
and
and
but
what
it
tells
me
is
if
you
want
to
run
this
as
a
business
and
have
it
pay
for
itself,
which
is
the
concept
of
something
like
this.
It's
not
a
great
business,
not
a
great
business
at
all,
and
you
know
we're
we're
really
on
a
trajectory
where
you
know
in
a
couple
years.
A
You
could
easily
be
at
like
a
50,
50,
subsidy
and
revenue
sort
of
situation,
and
you
know
at
a
quarter
million
dollars
worth
of
subsidy,
and
you
know
I
know
it's
booked
in
the
chart.
There
is
125
from
property
tax
revenues
and
125
from
reserves,
but
we
can
safely
assume
that
that
if
we
went
backwards
from
those
reserves,
that
money
came
from
some
place
and
it
probably
came
from
the
taxpayers
pocket,
so
we
can
think
of
that
whole
quarter.
A
Million
dollars
is
as
something
that
came
from
taxes
it
it's
on
a
trajectory
to
be
like
one
percent
of
the
total
kind
of
property
tax
cost
of
the
whole
city.
To
kind
of
subsidize
that,
if
you,
if
you
look
at
these
trends-
and
you
look
ahead
five
or
six
years
here
and
that's
just
it
just
doesn't
given
that
you
have
to
ask
the
question
is:
is
it
worth
spending
that
much
money
to
have
that
service
be
here
in
the
city?
And
that's
you
know
I
it's
convenient.
I
love
it.
A
B
C
A
B
K
K
K
A
L
L
L
L
Finance
and
the
city
council
strategic
priorities.
This
was
included
in
your
presentation
of
how
finance
kind
of
works
in
some
of
the
different
areas
of
the
council's
strategic
priorities
and
just
kind
of
giving
you
an
idea
of
the
connectedness
of
how
some
of
these
priorities
work
in
2018,
a
team
with
public
works
and
legal
and
our
canadian
grave
and
our
bond
council,
we
issued
green
bonds.
L
We
were
the
fourth
city
in
the
metro
to
issue
green
bonds,
so
a
very
sustainable
area,
but
it
was
for
flood
mitigation
and
water
quality
control
and
that's
through
our
storm
pond.
So
we
issued
debt
for
that
that
particular
project
had
been
in
our
cip
for
well
over
10
years
before
it
got
funded
and
moved
forward.
It
took
a
lot
of
meetings
with
the
city
council.
There
are
special
assessments
with
the
businesses
involved,
so
you
know
when
we
look
at
that
type
of
project
that
knocks
an
american
it
fit
under
community
amenities,
community
image.
L
You
know
it's
not
flooding
anymore.
Last
year
we
had
a
lot
of
rain
and
it
didn't
flood
again.
The
sustainability
was
in
that
project.
Community
renewal,
high
quality,
because
of
all
the
workings
of
council
and
staff
to
get
that
project
done,
it
really
moved
forward
and
part
of
the
engagement
and
transparency.
L
L
Moving
forward
in
2019
in
late
july
and
early
august,
all
of
the
city
staff
did
budget
presentations
to
the
city
council
and
the
city
council
for
two
full
days
listened
to
those
budget
presentations,
and
then
they
gave
us
feedback
on
what
each
department's
story
was
an
expectation
from
the
council's
perspective.
So
here
is
the
finance
story
in
providing
outstanding
services
to
internal
and
external
customers.
L
One
of
finance's
main
objectives
is
to
protect
the
assets
of
the
city,
and
we
do
that
working
collaboratively
with
the
different
departments
we
have.
Our
financial
management
policies
are
listed
online
and
several
of
other
neighboring
cities
have
utilized
those
to
create
their
own.
So
we
like
to
work
very
hard
to
be
top
of
the
line
in
our
policies.
L
L
So
we
are
part
of
different
committees
so
that
we
are
pulling
the
best
practices
from
those
areas.
We
also
work
hard
on
our
europe
software.
Our
uit
department
works
very
closely
with
us
in
regards
to
our
utility
software
and
our
finance
software.
Next
week
we
have
a
major
upgrade
in
our
finance
software,
so
we
do
a
lot
of
that
training.
L
Our
procurement
area
does
a
lot
of
training
because
of
how
we
need
to
do
requisitions
bids
proposals,
so
they
do
training
frequently
not
during
covet,
but
before
that
it
was
at
least
twice
a
year.
We
did
purchasing
training
and
then
I
want
to
give
another
example
of
kind
of
an
internal
control
that
we
have.
L
A
couple
weeks
back,
we
had
gotten
an
email
from
them
in
regards
to
wire
transaction
information
on
what
codes
to
send
that
money
to
and
so
part
of
our
best
practices
and
internal
controls.
We
followed
that
and
found
that
that
was
fraudulent
and
that
someone
was
trying
to
have
us
move
that
million
three
to
a
wrong
account.
So
based
off
of
our
policies,
we
were
able
to
stymie
that
attempt
to
fraud
so
best
practices,
work.
L
Moving
into
some
of
our
functional
areas,
as
you
would
see,
the
first
one
up
is
payroll
and
I
think
that's
one
of
the
most
important
ones
for
all
of
our
city.
Employees
is
that
they
get
paid
and
they
get
paid
well.
Every
two
weeks
on
time,
majority
of
our
staff
are
direct
deposits,
so
we
work
with
that.
We
also
so,
let's
see
payroll
also
verifies
under
the
state
and
federal
regulations.
We
do
all
the
taxes
and
the
benefit
payments.
So
all
the
associated
state
federal
reporting
all
the
areas
for
health
insurance.
L
They
take
the
calls
our
calls
and
have
actually
increased
during
coved,
and
during
that
our
cash
management
people
track
all
the
monies
coming
in
and
out
of
the
city.
For
the
city,
the
port
and
the
hra,
the
finance
department
is
the
finance
department
for
each
of
those
organizations,
and
then
we
work
closely
with
each
of
those
organizations
to
invest
their
money.
L
As
of
june
30th,
we
had
nearly
276
million
dollars
between
those
three
agencies
that
we
were
monitoring
those
investments
and
so
just
a
tangent
on
that
all
the
monies
or
the
cash
that
are
in
all
the
funds.
We
pool
those
together
to
make
sure
that
we
get
the
best
investments
that
we
can
and
make
the
best
interest
that
we
can
so
that
276
would
then
be
redistributed
back
to
each
of
those
funds.
L
A
year.
A
couple
years
ago
we
had
a
goal
of
we
had
just
put
in
a
new
software
for
online
people
coming
online
to
do
their
billing
online
paperless,
and
we
moved
over
the
last
year
and
a
half
from
a
nine
percent
utilization
to
12
percent
of
our
customer
base
is
at,
and
then,
if
I
look
just
at
those
that
allow
us
to
go
into
their
accounts,
bi-monthly
or
monthly,
to
pay
their
bill.
L
36
of
our
customer
base
allows
us
to
go
in
and
do
a
direct
debit
into
their
account,
so
we're
one
of
the
highest
ones
in
the
metro
citywide
that
allows
you
know
when
we
compare
ourselves
to
other
cities.
Quite
a
bit
of
our
customer
base
allows
us
to
go
into
their
account
their
accounts
to
make
their
payments.
L
L
So
every
thursday
during
coven,
now
is
accounts
payable
day
when
we
make
those
payments
and
write
checks,
but
all
those
approvals
are
online
now,
through
the
departments
in
the
accounts,
receivable
area,
these
are
all
non-utility
services
and
in
2019
in
that
area
they
brought
in
over
10
million
dollars
of
billing
services
for
that
area.
So
utility
billing
is
the
largest
one.
The
next
one
is
the
regular
receivables,
and
so
that
would
be
weeds
tree
removals,
retiree
insurances,
police
contractual
over
time.
Some
of
those
are
some
of
those
areas,
and
then
special
assessments
are
receivable.
L
We
have
just
one
person
there.
She
takes
calls
from
all
the
properties
that
might
be
sold
in
bloomington.
The
process
for
that
and
people
could
make
that
phone
call
in
and
ask
for
pending
assessments,
and
so
she
will
research
that
and
work
with
the
title
company
to
make
sure
that
they
have
all
the
appropriate
information
in
2019.
L
L
One
more
point
on
that:
our
auditor
tends
to
buy
when
she
goes
and
audits
the
locations
brings
in
more
revenue
than
what
she
costs
so
just
in
2019.
She
brought
in
just
under
130
000
of
activities
by
her
audit
work
in
financial
operations.
Accounting
again,
we
process
all
the
information
in
regards
to
monthly
quarterly
annual
reports.
We
post
those
on
our
website
this
year.
They
actually
also
did
our
comprehensive
annual
financial
audit
with
our
auditors
remotely.
L
So
that
was
through
covent
very
interesting
to
try
to
do
a
remote
audit
so
and
then
they
all
of
the
accountants.
There
also
are
assigned
budgets.
So
you
know
they
have
their
ebb
and
flow
of
accounting,
work
and
audit
work
and,
as
one
piece
gets
done,
they
work
on
tiff
reports
and
then
they
work
on
budgets.
So
the
accountants
throughout
the
city
constantly
have
a
workflow
that
they're
working
on.
L
That
team
manages
the
solicitation
process,
including
bids
quotes
and
requests
for
proposals,
so
they're
working
constantly
in
coordinating
with
different
departments
for
all
of
those.
Many
of
our
purchases
are
made
through
cooperative
agreements,
and
currently
we
have
over
a
hundred
different
cooperative
agreements.
So
if
you're
not
aware
of
what
a
cooperative
agreement
is,
it's,
for
example,
the
state
has
a
whole
list
of
products
that
we
can
go,
buy
that
they've
already
done
the
whole
rfp
process.
For
so
it's
simplifies
our
process.
It
makes
us
more
efficient
to
use
these
cooperative
processes.
L
Our
purchasing
area
also
manages
our
peat
carp
program.
We
have
about
200
individuals
in
the
city
that
have
p-cards
purchasing.
Also,
does
contract
management
change
orders
and
maintains
our
vendor
records
and
then,
as
legal
in
indicated
earlier,
we
share
amy,
larson
and
amy
does
risk
and
litigation
management.
So
she
does
a
lot
of
stuff
for
legal
40
of
her
time
is
charged
there
60
of
her
time
is
charged
to
finance
and
her
primary
focus
in
is
risk
and
litigation
management.
L
L
L
In
addition,
our
purchasing
of
insurance
risk
management
also
is
responsible
for
all
the
claims
and
litigation
brought
against
the
city.
So
that's
more.
The
legal
side
works
with
human
resource
to
administer
and
fund
our
self-insurance
workers
compensation
program,
and
then
they
review
all
the
certificates
and
insurance
for
all
of
the
contracts
processed
through
the
legal
department
and
then
amy
coordinates
our
safety
program
throughout
the
city.
L
L
We
work
on
the
10-year
capital
improvement
program
and
that
one
we
are
actually
moving
forward.
So
we've
been
talking
about
the
cip.
Already
this
year
we
brought
to
council
in
april
new
criteria
to
help
us
prioritize.
Our
improvements
departments
have
presented
those
improvements
and
we're
working
through
each
of
the
pieces
on
that
to
prioritize
them
and
we'll
be
putting
that
document
together
and
hopefully
we
will
have
the
first
draft
of
counsel
of
that
document
in
october,
with
a
hopeful
approval
of
that
document
in
december.
L
We
look
at
different
activities
so
as
we're
moving
forward
right
now,
we've
done
a
number
of
our
payment
management
program
activities,
so
we
will
be
selling
debt
in
november
and
hopefully
the
interest
rates
will
be
very
low
for
that
fire.
Chief
muley
seal
council
member
dwayne
lohman
and
myself
sit
on
the
fire
pension
board
with
the
trustees.
L
L
So
when
I
look
at
a
portion
of
my
cash
management
staff,
they
are
opening
up
utility
bills,
so
I'm
going
to
gather
their
time
on
that
and
charge
the
utility
funds.
The
five
individuals
that
I
have
that's
got
that
zero
line
there,
all
of
their
costs
that
we
operate
as
the
customer
service
piece.
We
charge
the
four
utility
funds
so
that
it's
not
property
tax
supported
for
those
individuals.
L
L
L
That's
a
finance
budget.
When
I
look
at
some
points
of
pride,
the
city
is
a
triple-a
city.
We've
had
some
conversation
about
the
risks
associated
with
that
aaa
with
the
council.
So,
as
we
have
different
areas
that
we
look
at,
we
will
try
to
do
a
risk
assessment
to
the
council
to
let
them
know
where
we
think
the
aaa
may
have
some
risk
and
so
right
now
we
are
one
of
40
cities
nationwide
out
of
19
000
that
have
the
triple
a
we've.
L
L
We
are
number
three
in
line
nationally
on
that
one
there's
one
county
and
one
city
in
the
country
that
have
more
awards
than
we
do
in
regards
to
the
gfoa
certificate
of
achievement.
So
there's
not
another
one
in
the
state
within
our
age
by
10
years,
so
the
gfoa
award
for
outstanding
entertainment,
so
the
popular
report
or
the
corporate
report,
that's
part
of
the
briefing
in
june.
We've
submitted
that
for
21
years,
so
we
we
participate
with
the
different
award
programs
from
the
jfoa
because
it
helps
us
be
more
transparent.
L
So
just
going
final
thoughts.
The
final,
the
finance
department
is
a
streamlined,
efficient
and
critical
function
of
the
city
similar
to
to
some
of
the
administrative
areas
and
legal
areas.
I
think
we're
part
of
the
backbone
of
kind
of
like
the
unsung
heroes
that
just
make
sure
the
transactions
move
and
flow.
L
We
provide
the
financial
information
and
support
necessary
to
operate
effectively
and
support
all
departments
in
planning
and
decision
making
and
whether
that
be
a
day-to-day
functions
such
as
billing
and
payroll,
or
the
broader
planning
functions
of
the
annual
budget
process
and
conservative
debt
management.
We
protect
the
city's
assets,
advise
leadership
on
critical
spending
and
funding
decisions
and
support
the
day-to-day
financial
operations
across
entire
scope
of
the
city
and
fit
with
that.
H
H
L
G
C
C
C
L
So
it
was
a
question
of
how
they
interpreted
that
we
spent
many
hours
on
the
phone
with
that
particular
agency,
with
multiple
bond
attorneys
with
baker
tilly
and
people
on
their
staff.
That
had
been
credit
analysts
for
different
agencies
trying
to
get
their
thinking
of.
Why
that
they
would
do
that
to
us
and
at
this
point
we're
not
building
a
water
park
so
hopefully
that
one's
on
pause
for
a
long
time.
C
L
B
J
B
J
L
Definitely
I
mean,
if
part
of
the
different
categories-
and
I
could
provide
the
different
categories
that
they
look
at,
is
that
they
will
look
at
the
willingness
to
raise
taxes
to
do
what
we
need
to
do.
The
if
it
hasn't
happened
in
the
city
during
here,
but
other
cities,
management
and
council
have
fought
on
air.
L
Is
that
the
bad
thing
to
say
that
would
get
in
the
public
eye
and
then
they
would
evaluate
that.
So
you
know
there's
different
categories.
I
mean
they'll,
look
at
the
whole
metro
as
one
of
the
economic
pieces.
So
if
they
look
at
the
metro
in
the
employments
down
metro
wide,
not
just
bloomington
those
pieces,
all
pull
apart
in
how
they
look
at
us,
so
economics,
our
economics,
things
that
we
have
no
ability
to
change
the
buying
power
of
our
residents.
F
F
F
One-Time
dollars
and
creating
structural
imbalance
in
the
budget
and
what
that
has
as
an
effect
in
subsequent
years,
because
what
you
know,
one
of
the
really
important
factors
they
look
at
is
just
predictability.
It's
financial
management
and
making
sure
that
there
isn't
a
continuing
crisis,
that's
being
created
by
budget
decisions.
F
J
That's
great,
mr
chair
jamie.
If
the
converse
of
there
being
political
dysfunction
in
a
local
government
body,
could
potentially,
you
could
put
forth
this
process
in
which
the
city
had
the
you
know
the
vision
of
bringing
people
in
and
having
robust
discussion
and
try
to
build
some
consensus
as
a
reason
to
protect
that
credit
rating.
I
just
submit
that
for
consideration.
F
Yeah,
I
think
that's
an
interesting
observation,
because
I
I
don't
know
how
significant
of
a
factor
it
is
but
having
a
stable
political
environment
is
a
factor
and
to
the
extent
that
having
an
engagement
process
and
demonstrated
community
support
for
the
decisions
that
the
council
is
making.
How
that
contributes
to
the
political
stability
is
probably
something
that
we
can
talk
about
when
we
do
those
future
ratings
calls.
L
On
that
same
point,
jamie
in
commission
commissioners,
we
did
another
disclosure
out
on
emma
this
week,
and
that
was
in
regards
to
the
co-bed
and
one
of
the
pieces
that
we
did
talk
about
in
that
disclosure
we
can
send.
That
link
to
the
committee
was
talking
about
this
committee
and
bringing
you
forth
is
what
the
council
had
done
to
help
with
addressing
the
deficit
for
next
year.
So
you
haven't
been
mentioned.
A
G
G
I
floated
an
idea
and
it
got
no
traction.
So
I'm
going
to
tell
you
what
the
idea
is
and
see
if
I'm
nuts
or
what
the
schools
as
of
today,
have
gone
to
distance
learning,
they've
changed.
They
were
going
to
have
some
in
person
and
now
they're,
not
for
a
period
of
time,
which
means
all
the
lunches
prepared
are
take
away
lunches.
G
Why
don't
we
put
our
information
in
every
one
of
those
lunch
packets
that
goes
home
with
those
kids,
so
you
get
all
the
underserved,
partial
or
fully
funded
lunches
along
with
the
rest
of
them.
They
all
get
the
information
and
I
didn't
seem
to
get
any
traction.
I
couldn't
believe
it.
I
thought
it's
so
simple
and
I'll
call
less
fujitaki,
because
I
know
him
quite
well
and
I
think
he
would
jump
at
the
idea
to
be
helpful
in
this
whole.
I
G
J
B
K
A
A
So
I
think
that
that's
really,
I
think,
in
the
next
couple
meetings
we're
going
to
have
lists
and
people
are
going
to
have
to
start.
You
know
maybe
just
privately
okay,
here's
what
I
think
I
would
do
in
this
situation
so
that
we're
prepared
to
have
that
conversation
and
and
then
we'll
close
on
that
in
the
meetings
you
know
between
the
you
know,
kind
of
leading
up
to
those
october
dates
to
talk
to
the
public.
C
F
I
think
part
of
our
conversation,
maybe
should
be
it
just-
doesn't
have
to
happen
right
away
in
september.
But
I
think
october,
when
we
start
gravitating
towards
the
different
options,
is
what
what
does
the
committee
think
are
the
priorities
or
what
are
the
specific
values
again
coming
back
to
something
we
talked
about
in
the
first
couple
meetings?
What
are
the
values
that
we
hold
and
how
does
that
reflect
itself
in
the
recommendations
that
the
committee
is
going
to
make.
C
Mr
and
these
decisions
are
going
to
be
extremely
painful,
extremely
painful,
and
we
agreed
at
the
opening
meeting
that
we
would
come
to
consensus
that
there
wouldn't
be
a
minority
report
coming
out
of
that
committee,
and
it
still
defies
my
logic
to
think
that
I
can't
vote.
No.
If
I
want
to
so
we're
going
to
have
to
wrestle
with
that
again
because
we're
not
going
to
all
agree-
and
it's
going
to
be
extremely
painful.
C
F
I've
been
thinking
about
that,
mr
chair
and
you
know
the
the
challenge
of
getting
consensus
on
this
and
I'm
relatively
confident.
If
the.
If
the,
if
we
frame
the
decision
by
the
committee
is
saying,
can
we
get
consensus
on
these
three
different
options
that
we
will
present
to
the
council
and
we
can
live
with
the
council.
Accepting
one
of
these
three,
as
opposed
to
saying
the
committee
is
going
to
recommend
one
of
these
three
options,
we'll
give
them
all
three
options,
but
we're
going
to
have
a
committee
recommendation
for
one
of
them.
A
And
just
to
just
to
be
clear,
I
was
when
I
talked
to
folks.
I
was
very
specific
about
saying
that
we
wouldn't
recommend
a
particular
scenario
that
we
were
going
to
propose
a
set
of
options
that
the
council
could
pick
from,
and
I
think,
if
you
listen
to
what
neil
is
saying
about
where
the
bach
has
to
stop
at
the
council.
A
It's
precisely
that
is
that,
unlike
the
preliminary
levy
where
we
went
and
said,
okay,
here's
a
number
with
these
other
two
two
sets
of
deliverables,
we're
providing
three
options,
and
it's
up
to
the
council
to
make
a
decision
about
that
about
the
final
decision.
It's
about
it's
our
job
to
make
the
packages.
J
So,
mr
chair
members,
jamie,
so
as
we
lay
out
these
options,
maybe
a
course
of
action
analysis.
If
you
will
are
we
looking
and
are
we
going
to
put
on
the
record,
then
these
are
some
of
the
benefits
or
the
consequences
of
each
option
to
help
inform
the
judgment
by
the
mayor
and
the
council,
so
they
can
assess
risk.
So,
if
you
think
about
what
is
a
very
professionally
run,
city
here
that
delivers
outstanding
services
is
a
part
of
our
job
to
say:
hey.
If
you
hit
this
option,
you
may
jeopardize
some
of
that.