►
Description
Bloomington Community Budget Advisory Committee Meeting
A
A
A
A
B
I'm
going
to
call
the
wednesday
september
23rd
meeting
of
the
community
budget
advisory
committee
to
order
first
thing
in
the
agenda
is
approval
of
the
agenda.
Do
I
hear
a
motion
to
approve
the
agenda.
C
C
B
The
movement
seconded
that
the
agenda
be
approved.
All
those
in
favor
say
goodbye
by
saying
aye.
D
B
All
those
opposed
the
motion
carries
next
up.
Is
item
number
3.1,
the
approval
of
the
meeting
minutes
so
we'll
move
it's
been
moved
that
they
be
approved.
Is
there
a
second
been
moved
in?
Second,
any
discussion
of
those
hearing,
then
we'll
come
to
a
vote.
All
those
in
favor
say
aye.
E
B
D
B
D
B
Hearing
nothing.
We
will
then
move
on
to
item
number
4.2,
which
was
discussing
feedback
from
the
initial
round
of
community
engagement
and
emily.
Are
you
going
to
be
presenting?
Yes,
go.
H
B
H
H
And
so,
first
just
some
reminders:
here's
an
a
basic
overview
of
phase
one
of
engagement
with
the
purpose
statement.
H
You
can
go
next
kari!
Thank
you.
So
we
used
a
few
different
methods
here,
and
the
first
is
the
let's
talk:
bloomington
digital
engagement
platform
and
so
that
site
launched
in
late
august,
and
we
had
surveys,
idea
boards
and
a
question
and
answer
tool
that
residents
could
engage
with.
We
also
had
two
different
types
of
listening
sessions.
H
The
first
were
community
partner
meetings
and
for
those
meetings
we
were
connecting
with
groups
that
met
some
certain
targets
that
we
were
trying
to
hit
so
reaching
out
to
bipac
communities
to
senior
communities
and
the
business
community,
and
those
are
groups
that
we
had
already
been
connecting
with
in
a
virtual
setting,
which
was
advantageous
in
the
sense
that
people
were
familiar
with
using
the
platforms
and
participating
from
their
homes.
In
that
virtual
setting.
We
did
also.
H
They
had
their
videos
on
and
they
could
mute
and
unmute
and
were
able
to
participate
in
that
way,
which
was
great.
We
also
had
two
community
listening
sessions.
The
first
was
last
thursday
evening
at
6
30
p.m,
and
then
we
did
have
one
on
saturday
at
10
o'clock
am,
and
so
we
did.
We
used
the
zoom
platform
for
those
meetings
and
engaged
with
people
both
having
them
share
verbally
and
using
a
chat
box,
and
so
we
leaned
into
the
the
virtual
platform
for
those.
H
H
First
in
print
messages
about
the
listening
sessions
were
shared
in
the
august
and
september
bloomington
briefings,
which
are
distributed
to
43
000
households
and
businesses
with
cable.
The
listening
sessions
were
featured
on
bloomington
today
for
two
weeks,
the
week
of
september,
9th
and
16th,
and
it
aired
I
think,
35
times.
I
think
that
number
was
recently
corrected
and
a
potential
audience
on
cable
tv
is
about
20
000
subscribers.
H
We
also
sent
the
information
out
via
email
through
different
esubscribe
lists,
and
so
it
was
delivered
to
just
over
17
1700.
Excuse
me
subscribers
and
about
32
percent
of
those
subscribers
actually
opened
the
email
which
is
pretty
typical
for
what
we
see
with
that,
and
it's
anticipated
that
about
500
people
actually
read
it
and
then
via
social
media.
H
The
opportunities
were
promoted
on
facebook,
twitter,
next
door
and
youtube
with
a
combined
reach
of
about
21
000
people
and
on
the
website.
The
pages
had
3
300
views
and
so
taken
together
with
electronic
messages,
and
the
things
listed
above.
It's
estimated
that
the
reach
was
about
25,
000
people
and
so
in
your
packets.
You
have
an
engagement
report,
and
so
I'm
just
going
to
highlight
a
few
things
in
that
report,
and
then
we
can
get
into
questions.
H
So
first
you'll
find
an
outline
of
the
engagement
plan
for
phase
one,
and
so
what
you
can
see
there
are
the
details
for
each
of
the
listening
sessions
and
then
it
also
in
the
first
row.
It
does
break
down
a
little
bit
more
information
about
where
the
promotion
and
the
flyer
was
distributed
to
beyond
those
methods.
I
mentioned
in
partnership
with
communications,
and
so
I
want
to
point
out
that,
in
addition
to
communications
methods,
we
also
had
the
flyer
at
the
farmers
market
in
partnership
with
bloomington
public
schools.
H
H
The
second
page
points
to
what's
coming
next
in
october,
so
just
a
highlight
there.
Some
of
this
plan
is
still
being
developed
just
based
on
what
we
learned
in
phase
one
and
and
some
of
the
methods
and
things
that
we'll
be
adjusting
there.
But
what
I
want
to
walk
through
with
you
is
the
demographic
information
that
you'll
find
on
a
spreadsheet
in
your
packet.
It
appears
to
be
page
80.
H
and
a
couple
things
to
point
out
here,
so
we
did
take.
We
collected
some
demographic
information
from
participants
on
zoom
and
so
there's
a
polling
feature
that
people
could
fill
out
this
data.
It's
important
to
recognize.
It's
not
perfect
in
the
sense
that
the
poll
was
optional.
Most
people
did
participate
in
it,
but
you
could
say
prefer
not
to
answer
or
not
answer
a
question
entirely
and
then
also
those
who
participated
in
the
meetings
via
phone
and
dialing
in
were
not
able
to
participate
in
that
way.
H
H
We
do
have
an
upcoming
session
tomorrow
afternoon,
and
so
you
don't
see
any
numbers
listed
there
and
then
the
poll
was
not
conducted
on
the
saturday
morning
session,
where
we
had
three
participants
on
the
ninth,
the
19th
of
september
and
to
provide
a
little
context
to
those
demographics
you'll
see
on
page
81
and
82,
some
an
overview
of
demographics
in
bloomington
to
provide
some
context
around
those
numbers
and
how
it
reflects
our
community
and
then
from
there
you'll
see
detailed
notes
from
each
listening
session,
and
so,
as
we
went
through
these
questions,
kari
took
some
detailed
notes
from
what
was
being
shared
by
participants
and
everything
that
we
heard
and
captured
is
there
for
you,
and
so
I'm
not
going
to
walk
through
all
of
those
pages
just
in
the
interest
of
time.
H
But
I
do
want
to
point
out
that
we
we
use
a
method
called
focus
conversation
method
to
design
those
questions
to
get
input
on
community
values,
and
we
did
at
the
end,
ask
participants
to
share
you
know.
Is
there
anything
else
you'd
like
to
share
with
the
members
of
the
community
budget
advisory
committee
and
that's
where
you'll
see
some
comments
about
just
gratitude
towards
having
the
opportunity
and
and
people
recognizing
the
work
that
you're
putting
into
this
effort?
H
So
make
sure
you
you
pay
attention
to
those
comments
as
well,
but
I
encourage
you
to
if
you
haven't
done
so
already
read
through
those
pages
closely,
there's
a
lot
of
great
information
there
for
you
from
community
and
so
with
that
we'll
go
ahead
and
jump
into
discussion.
So
I'll
start
first
by
asking,
if
you
have
any
questions
about
what
you
see
in
the
report,
questions
of
clarity.
B
And
committee
members,
so
this
this
came
in
our
packet
over
the
weekend,
so
we
had
a
couple
days
to
read
through
it,
and
so
what
we
wanted
at
this
point
is
to
see
if
folks
have
questions
about
the
feedback
that
we
got.
I
know
maureen
was
in
some
of
the
sessions.
John
was
in
some
of
the
sessions.
B
John
you
came
to
you
didn't
come
to
one
of
them,
you,
oh
it's
jessica.
You
were
in
some
of
the
sessions.
B
Okay
yeah,
so
let's
go
ahead,
questions
saw,
did
you
have
a
question?
Did
you
raise
your
hand
or
whoever
somebody
over
there?
Oh,
it
was
josh.
I'm
sorry.
D
Mr
chair,
what
can
we
do
to
get
more
participation
from
the
community?
What
would
be
the
strategy
and
tactics
to
do
that.
H
Chair
and
committee
member
we
did
actually
at
our
saturday
session.
We
had
some
good
discussion
around
some
suggestions
from
community
about
how
to
better,
promote
the
sessions
and
so
we'll
be
doing
some
efforts
around
some
of
those
strategies.
Beyond
some
of
these
facebook,
social
media
website
things
that
we
lean
into
we'll
continue
to
do
those
things
as
well,
and
our
communications
team
is
already
moving
in
the
direction
of
doing
these
pushes.
H
But
I
would
say
that
one
very
effective
strategy
is
that
personal
invitation-
some
people
just
aren't
quite
sure
what
this
is
all
about.
They
might
be
nervous
about
logging
into
a
zoom
call
and
just
not
really
sure
how
to
conduct
themselves,
and
so
you
know
we'll
continue
to
encourage
our
contacts
to
be
inviting
friends
and
neighbors
to
participate,
but
that's
also
a
great
way
for
you,
as
committee
members,
to
leverage
your
connections
in
the
community
as
well.
B
I've
also
got
an
opinion
on
that
we're
we
deliberately
designed
this
with
two
rounds
of
feedback.
We
had
a
preliminary
one
where
we
said:
there's
a
budget
problem
and
here's
the
scope
of
the
project
problem.
What
do
you
think,
but
we
didn't
didn't,
really
talk
at
all
specifically
about
any
particular
change
that
we're
going
to
make
in
on
the
spending
side.
B
The
results
of
the
next
couple
meetings
here
are
going
to
create
more
information
for
people,
and
we
realized
that
that
was
going
to
be
the
case,
and
so
we've
got
another
round
of
input
sessions
scheduled
for
october.
That
will
have
very
concrete
and
specific
choices
that
we're
talking
about
making
you'll
note
in
tonight's
packet.
B
We
got
some
of
the
first
very
specific
feedback
from
people
about
a
specific
proposal
that
that
had
gone
on
and
it
was
before
we
even
started
really
kind
of
beating
the
bushes
for
that
sort
of
thing.
So
I
my
suspicion
is
that
we
haven't
set
anything,
that's
capturing
people's
attention
yet
and
that's
that's
about
to
change.
So
that's
that's
my
theory
about
the
process
here.
B
You
know
I
saw
some
posts
on
facebook
where
people
were
starting
to
talk
about
things
related
to
this,
and
just
like
a
lot
of
things
related
to
the
city,
people
who
are
impacted
on
it
by
what
we're
talking
about,
will
start
talking
to
each
other
and
that
will
naturally
bring
their
attention
to
what
we're
doing
in
a
way
that
that
us
going
and
you
know
putting
stuff
in
the
briefing
and
doing
stuff
just
won't.
B
So
I
I'm
I'm
confident
that
in
the
next
couple
weeks,
we'll
get
a
lot
more
feedback
than
we
did
in
the
last
couple
weeks.
So
jessica.
A
A
That
say
we're
not
getting
a
lot
of
response
due
to
these
questions,
because
we
are
not
aware
what
is
available
or
what
city
programs
are
the
way
they
have
been
advertised
or
shared
are
very
ineffective
ways
of
advertising,
people
don't
know
them,
and
today
I
was
with
amanda
on
the
latino
leaders
again
and
it
came
again
that's
what
I
want
to
emphasize
that
it
needs
to
be
translated,
perhaps
some
of
the
communications,
and
they
are
not
getting
that
that
notification
that
we're
having
this.
So
they
were
very
anxious.
D
Yeah,
I
have
a
thought
about
how
we
can
get
more
engagement,
especially
from
you
know,
the
hispanic
community
immigrant
communities,
because
being
a
first-generation
american
and
watching
my
parents
go
through
this.
Their
information
is
coming
through
from
people
they
know
within
those
immigrant
communities.
So
I'm
wondering
if
we
have
the
ability
to
recruit
to
volunteer
like
ambassadors,
where
it
would
be
more
of
like
a
word
of
mouth
conversation
hey.
This
is
what's
going
on
in
the
city.
D
This
is
how
you
can
be
involved
and
understand.
What's
going
on
versus,
focusing
specifically
on
the
the
print,
the
digital
reach,
that
we
have
that's
kind
of
missing
a
lot
of
the
other
population.
I
think
that
applies
not
only
to
those
minority
immigrant
communities,
but
also
to
our
senior
communities
that
we
have
here
as
well,
there's
a
lot
of
talking
between
friends
and
neighbors
and
that's
more
effective
in
terms
of
getting
the
word
out
versus
reading
something
online
or
in
the
paper.
I
B
I
The
ambassadors,
I
think,
is
a
great
idea.
I
think
the
time
is
against
us
to
train
somebody
that
has
enough
information
to
be
helpful
in
the
community.
We're
I
mean
we're
going
to
start
making
some
pretty
tough
decisions
here
tonight.
So,
but
that's
why
I
contacted
the
school
board.
I
thought
they
might
have
a
different
way
and
they
did,
and
but
it's
just
a
piece
of
the
information.
I
I
seem
to
sense
a
acknowledgement
of
people
liking
to
live
in
bloomington.
There's
a
lot
of
positive
comments,
not
about
necessarily
this
process,
but
just
about
what
bloomington
is
to
them:
the
the
parks
and
the
maintenance
and
all
the
other
things
that
go
into
making
bloomington
what
it
is.
I
And
so
I
think
we
have
to
keep
that
in
mind
as
we
propose
budget
cuts.
How
is
that
going
to
affect
people's
view
of
bloomington?
Are
they
still
going
to
want
to
live
here
with
great
vigor
if
some
of
the
amenities
for
lack
of
a
better
term
are
either
reduced
or
eliminated?
So
I
think
we
have
to
be
careful
on
what
we
are
not
going
to
provide
through
the
budget
cuts
here.
A
And
then
clean
clean
streets
and
that
kind
of
urban
cleaning,
I
guess.
I
E
Thank
you,
mr
chair.
So,
as
I
read
through
all
the
information,
as
you
mentioned
chair,
this
is
just
a
starting
point.
We
did
not
have
great
participation
and
if
you
look
at
the
numbers,
it
really
is
very,
very
small,
so
it
really
doesn't.
I
think,
provide
me
with
a
lot
of
insight.
As
we
start
our
exercise,
I
mean
there's
some
general
information.
For
instance,
john,
the
you
know
liking
this
living
in
the
city.
E
That
kind
of
thing,
but
frankly
the
information
that
came
back
for
me
was
just
very
anecdotal
and
as
we're
starting
to
do
a
deeper
dive,
I
mean
these
people
weren't
involved
in
all
of
our
meetings,
to
hear
all
so
so
they're
not
privy
to
that,
and
I
don't
think
they
really
understand.
So
I
think
when
we
do
get
to
the
next
set
of
listening
sessions,
where
there's
something
that
they
can
actually
react
to,
that's
when
I
think
that's
when
we're
going
to
be
able
to
have
more
input
and
and
dialogue
and
discussion.
B
B
Yet
the
feedback
that
we
got,
at
least
for
me,
helped
inform
the
conversation
that
we
had
last
week
around
ideas
and
some
of
the
ideas
that
I
sent
into
the
staff
to
be
considered.
So
I
think
it's
it's
been
considered
that
way.
The
you
know,
one
of
the
things
that
that
I
think
is
actually
valuable.
Valuable
out
of
this
is
that
there's
that
there's
that
there's
really
not
a
theme
which
is
actually
a
valuable
thing
to
know,
which
means
that
there's
not
a
consensus
in
the
community.
B
I'd
want
out
to
be
done,
and
so
that's,
I
think,
that's
a
useful
outcome
of
this
as
well
other
comments
or
observations
related
to
the
question.
B
I
I
don't
know
if
I'm
right
on
point
here,
but
I
agree
that,
from
my
viewpoint,
the
participation
level
was
quite
low
in
the
first
round
of
listening
sessions,
and
whatever
are
we
well
see?
How
can
we
assure
that
round?
Two
with
solid
information
will
have.
B
I
D
B
D
Mr
chair
john,
I
reflect
on
some
advice
I
got
years
ago
that
we
ought
to
have
the
public
tune
into
a
radio
station
called
wi-fi,
and
that's
what's
in
it
for
me,
and
if
we
frame
the
conversation
about
what's
in
it
for
me,
we
will
hear
from
people.
I
don't
think
they're
listening
to
that
radio
station.
Yet
because
we're
not
given
the
level
of
cuts
that
have
to
be
made
or
tax
increases
this
we
should
have
a
stack
this
high.
D
That's
my
experience
on
it.
So
as
soon
as
people
start
listening
to
that
radio
station
we're
gonna
know,
my
concern
is
we're
running
out
of
time,
so
whatever
we
can
do
to
speed
up
that
process,
I
think
laying
the
foundation
is
good.
That
creates
some
rapport
sets
it
up,
but
I
think
we
got
to
start
making
some
tough
decisions
and
and
generate
debate.
So
that's
my
that's
my
view.
B
Okay,
I'm
not
hearing
anything
thanks
emily
for
coming
tonight
and
talking
to
us
about
that.
H
Thank
you,
chair
peterson.
I
may
just
add
a
couple
comments
before
I
leave
for
the
evening.
One
thing
we
did
hear
from
I
think
in
in
each
and
every
meeting
was
people
had
just
a
desire
to
comment
on
something
specific,
and
so
when
we
move
into
these
next
phases
of
conversation,
I
just
want
to
echo
what
the
chairs
and
committee
members
have
said
about.
Having
that
data,
those
numbers
for
people
to
look
at,
I
think,
will
will
create
some
good
areas
for
conversation
for
our
community.
H
I
also
want
to
share
that
you
know
we
do
have
the
ability
to
translate
materials,
and
so
we
can
definitely
continue
to
do
that.
It
does
typically
take
anywhere
from
four
to
six
business
days
to
turn
those
things
around.
So
just
keep
that
in
mind
when
you're
thinking
about
pushing
the
information
out
and
leaving
enough
time,
so
we
can
provide
that
as
a
resource
to
community
members
as
well.
H
C
Mr
chairman
yeah
emily,
please
don't
be
discouraged.
Thank
you
for
doing
it.
I
mean
we've
we've,
given
it
a
good
shot
and,
as
josh
has
said,
it's
gonna
take
some
time
and
I
don't
want
you
to
walk
out
of
here
with
your
doppers
down,
because
everybody
sat
and
looked
at
you.
H
B
Thank
you,
okay.
Let's
move
on
here
to
as
joss
puts
at
the
beginning
of
creating
some
debate,
otherwise
otherwise
known
as
discussion
of
potential
budget
reduction
options,
and
so
just
as
a
table
setting
here,
for
you
know
the
committee
and
for
folks
who
are
watching.
H
B
B
There's
some
that
are
regenerated
by
us
that
haven't
come
back
from
the
staff
yet
so
that
will
you
know
inch
in
the
in
the
direction
of
100,
necessarily
we're
not
going
to
be
able
to
have
a
detailed
conversation
of
all
100
things,
or
we
will
be
here
for
a
couple
weeks.
That's
not
going
to
happen
so
we're
gonna
be
what
we're
gonna
be
doing
tonight
in
terms
of
the
agenda.
Is
we're
gonna
be
walking
through
the
items
in
groups
of
ten
in
just
a
moment?
B
It
may
be
that
we
are
able
to
get
those
questions
answered
tonight.
It
may
not
we're
not
making
any
final
decisions
about.
What's
going
to
be
in
our
proposal
tonight,
we
will
go
through
and
rank
the
things
that
we
know
about,
though,
into
three
three
categories
and
then
discuss
kind
of
how
that
ranking
went
and
what
people's
impressions
are
of
that
as
kind
of
a
dry
run
of
seeing
where
people
are
at
on
things.
B
Next
week,
we'll
have
more
information
from
the
staff.
We'll
have
the
answers
of
our
to
our
questions,
and
really
next
week
is
probably
the
first
week
that
that
we
could
produce
a
proposal
that
we
would
take
to
the
public.
But
that's
going
to
happen
either
next
week
or
at
the
meeting.
B
After
that,
it's
going
to
be
one
of
those
two
meetings
and,
as
you
remember,
there's
actually
three
proposals
that
we're
making
there's
the
based
on
the
three
budget
categories:
three
budget
levels
that
we
ended
up
producing
and
so
we'll
talk
about
those,
probably
in
order
where
we'll
start
with
the
one
that's
kind
of
most
expensive
on
cost
and
then
remove
things
to
make
the
immediate
one
and
then
remove
more
things
in
order
to
make
the
least
expensive
of
the
three
proposals.
B
And
so
our
our
goal
is
no
later
than
that
first
meeting
in
october
to
produce
that
list
related
to
those
three
options.
So
we
can
get
the
word
out
to
the
public
and
have
that
conversation
with
the
public
about
that
we'll
get
that
feedback
in
the
middle
of
october
and
then
we've
got
on
the
calendar,
a
couple
meetings.
Is
it
two
or
three?
I
can't
remember:
we've
got
a
couple
meetings,
I'm
seeing
three
from
the
city
manager.
B
So
tonight
what
we're
going
to
do
is
we're
going
to
walk
it's
going
to
be
in
a
couple
phases
and
I'm
going
to
refer
back
to
my
email
and
I
sent
the
committee
we'll
walk
through
these
in
batches
of
10.
So
there's
going
to
be,
you
know,
nine
batches
of
10
items,
apiece
a
piece
ask
questions
about
those
staff
may
be
able
to
answer
them
or
they'll.
B
Take
the
questions
off
and
get
those
answered
next
week,
then
what
we're
going
to
do
is
we're
going
to
do
an
initial
ranking
of
the
items
and
what
we're
going
to
try
to
do
tonight
is
to
try
to
drive
divide
them
into
three
roughly.
Similarly
sized
groups
there's
going
to
be
one
group
and
on
the
sheet
that's
marked
as
green,
which
are
budget
reductions
that
seem
like
the
most
accessible
and
straightforward
budget
reductions.
B
There
are
yellow
ones
that
fall
in
the
middle,
where
there's
more
impact
and
there
are
red
ones
where
people
are
saying.
No,
I
really
am
not
interested
in
that.
The
way
we're
going
to
do
that
is
folks
will
take
this
this
sheet,
that
they
may
have
a
preliminary
ranking
on
and
then,
as
the
night
goes
on,
they
may
be
editing
it
a
little
bit
you'll.
Each
of
you
will
take
that
you'll.
B
B
So,
if
you
had
the
check
in
the
green
box
on
here,
you'll
take
a
green
dot
out
of
the
bundle
and
you'll
put
it
next
to
that
particular
item,
then
we'll
have
a
little
bit
of
a
break
to
do
a
little
bit
of
tabulation
and
probably
what
we'll
end
up
doing
is
just
highlighting
ones
that
are
kind
of
interesting.
B
Where
there's
it
doesn't
seem
like
a
consensus
in
the
group
and
then
we'll
walk
through
the
ones
that
seem
to
have
the
most
conflict
over
it
and
we'll
have
a
little
conversation
about
each
one
of
those
to
start
a
conversation
around
that
to
see
if
we
can
either
drive
things
in
the
direction
of
more
of
a
consensus
or
accept
that
maybe
there's
a
division
in
the
committee
about
what
the
meaning
of
that
is,
and
that's
really
the
the
kind
of
our
job
for
tonight
is
have
that
conversation.
B
So
what's
gonna
happen
again,
just
to
kind
of
close
this
out
is
that
next
week
that
we'll
have
we'll
basically
go
through
a
very
similar
process.
The
list
will
be
longer
we'll
have
more
information.
We'll
have
the
answers
to
our
questions.
B
Okay,
neil
a
couple.
C
Questions
first
of
all,
probably
would
help
me
and
maybe
the
rest
of
you
to
get.
What's
the
genesis
of
these
80
recommendations,
where
did
they
come
from?
How
did
they
start
just
to
give
us
an
overview?
C
B
So,
just
just
to
interrupt
here,
real
quick,
there's,
three
categories
of
them:
there
are
ones
that
were
generated
by
the
staff.
There
were
ones
that
were
generated
by
the
committee
and
there
were
ones
that
came
from
the
community.
Okay,
this
list
has
the
ones
that
were
generated
by
the
staff,
so
I'll
have
jamie
talk
about
how
the
staff
generated
their
set,
but
one
of
the
things
that
we
did
at
the
last
meeting
is
we
made
the
list
of
those
other
two
categories
and
those
are
off
being
worked
on
right
now,
with
information
to
come
up.
B
G
Thank
you,
mr
cochairs,
for
the
question.
The
the
department
directors
were
given
targets
by
the
city
manager
for
reductions
within
their
respective
departments.
Those
targets
ranged
from
so
it
wasn't
everybody
getting
the
same
percentage
amount.
Those
those
targets
ranged
from
four
percent
to
six
percent
and
the
total
targets
that
were
the
total
of
the
target
was
3.7
million
dollars.
G
Each
of
the
department
directors
worked
through
their
own
process,
with
their
leadership
teams
and
their
respective
departments
to
identify
options
for
for
the
reductions.
Those
were
brought
back
and
shared
with
with
the
executive
team,
which
is
all
of
the
department
directors
and
our
racial
equity
coordinator.
G
We
reviewed
all
of
the
submittals
that
everybody
had
put
together
and
then
packaged
them
together
to
give
to
you
tonight.
So
it
reflects
the
wisdom
of
the
leadership
team
in
each
of
the
departments
about
where
they
can
make
reductions
to
meet
their
targets,
and
do
so
in
a
way
that
I
you
know.
I
think
that
some
things
we
were
striving
for
was
to
minimize
impact
to
residents
and
to
take
advantage
of
vacancies
where
they
exist.
So
where
we
see
position
reductions.
The
vast
majority
of
position
reductions
that
are
in
here
are
through
vacant
positions.
G
We
identified
those
as
being
the
first
place
to
go,
and
then
you
know
trying
to
minimize
the
impact
to
the
the
strategic
initiatives
for
the
city
too.
So
each
of
the
department
directors
are
available
on
the
webex
this
evening,
as
you
go
through
your
process.
G
If
you
have
questions
related
to
any
of
these
items,
they're
all
at
your
at
your
disposal
here
and
the
other
thing
that
I
do
want
to
point
out,
is
that
each
of
these
items
was
reviewed
by
the
racial
equity
coordinator
and
where
she
identified
that
there
is
a
potential
equity
impact
that
is
included
in
your
report.
I
believe
it's
the
last
four
pages
of
your
report
and
I
do
have
some
additional
information
as
a
follow-up
question,
but
I'll
look
to
co-chair
peterson.
B
D
C
I
think
so
and
then
the
decision
between
a
four
percent
cut
or
six
percent
cut
your
your
executive
staff
determined
who
would
get
six
and
who
would
get
four.
G
So
that
was
one
that
I'll
own
myself,
that
was,
the
city
manager
picked
those
numbers,
and
I
will
tell
you
there:
there
wasn't
a
scientific
process
too.
That's
funny.
Okay,
the
the
the
core
basic
functions
of
government,
which
I
think
most
people
recognize
as
public
safety
and
public
works,
tend
towards
the
the
lower
half
of
that
and
some
of
the
other
services
were
a
little
bit
higher
than
that
that
wasn't
intentional.
On
my
part,
it
was
just
recognizing
that
you
know
they're
understanding.
G
What's
what
was
in
the
budget,
having
reviewed
all
of
the
budgets
middles
from
departments
and
knowing
what
we
could
probably
ask
of
each
of
the
departments.
There
was
a
little
bit
of
that
too.
Okay.
C
And
then
one
one
more:
what
kind
of
a
cumulative
total
did
you
have.
G
3.7
million
dollars-
okay,
and
so
that
is,
I.
G
Yeah,
that's
that's
a!
I
don't
want
to
say
it's
a
potential
issue,
but
if,
ultimately,
we
are
looking
at
a
zero
percent
in
the
worst
case
scenario,
that's
more
than
that
amount
right.
So
the
the
the
actual
reductions
that
were
submitted
by
directors
exceeded
the
3.7
and
actually
are
in
in
the
neighborhood
of
five
million
dollars.
That's.
C
I
C
B
So
the
the
the
goal
here
is
a
little
bit
to
force
you
to
make
a
decision.
So
we
want
you
to.
B
B
B
B
So
my
my
preference
is
a
blank
clue
my
preference
would
be
in
order
to.
I
would.
I
would
like
you
to
put
an
equal
number
of
each
color
out
so
that
we
divide
them
into
three
buckets,
because
otherwise,
the
from
a
waiting
perspective,
we're
not
we're
not
driving
toward
kind
of
allocating
limited
resources.
So.
C
B
Right,
but
that,
in
terms
of
prioritizing
the
things
out
of
that
list,
it
doesn't
generate
any
information
that
we
can
use
to
do
that,
so
the
concept
behind
limiting
trying
to
have
it
roughly
equal
is
it
generates
information
that
we
can
use
to
see
what
people's
preferences
are
from
a
priority
perspective,
so
otherwise
we
never
get
to
the
point
of
of
revealing
what
people's
priorities
are.
If
you
don't
have
to
set
a
priority
so.
B
That
would
be.
That
would
be
my
preferences
that
folks,
you
know,
put
a
relatively
equal
number
of
dots
of
each
color
out
when
they're
doing
that,
so
just
to
just
to
follow
up
a
little
bit
the
materials
that
the
committee
got.
B
We
we
have
a
single
page
for
each
of
the
items
that
we
talked
about,
so
there's
90
of
them.
I
punched
them
and
put
this
and
then
put
them
in
this
binder
because
that
works
for
me
and
then
we
also
did
from
the
racial
equity
coordinator.
We
did
get
this
analysis
of
the
of
certain
items
and
what
the
racial
equity
impact
would
be
of
that,
and
so
that's
that's
one
of
many
facts
that
we
consider
as
part
of
the
process.
B
We
wanted
to
make
sure
that
that
was
brought
forward
and
considered
by
the
committee
and
so
jamie.
You
said
you
had
a
little
bit
more
that
you
wanted
to
deliver
on
that.
So
I
think
what
we
an
interesting
time.
I
didn't
want
to
have
a
detailed
presentation
of
that
because
it
was
in
the
pre-read.
But
if
you
could
talk
about
that
and
then
if
folks
have
questions
about
that,
we
could
get
those
questions
answered
at
this
point
in.
G
The
meeting
sure
mr
co-chairs
and
committee
members,
the
one
specific
question
that
we
had
was
about
the
community
services
grants
to
social
service
agencies
in
the
community
and
wanting
to
know
some
demographic
information
so
real
quickly
in
that
regard,
and
we'll
put
this
information
into
the
packet
on
friday
too.
G
So
you
have
it
on
paper
for
three
agencies,
specifically
in
for
veep
in
2019,
their
demographic
breakout
is
they
had
1
600
unduplicated
service
recipients,
a
total
of
11
900
service
interactions
and
their
their
demographic
breakout
is
22
percent
white,
65
percent
people
of
color
and
then
another
13
percent
that
did
not
self-identify
for
cornerstone,
which
provides
a
variety
of
social
services.
G
286
clients
from
bloomington
47
of
those
who
identify
as
people
of
color
and
for
senior
community
services,
their
their
demographic
breakout,
75
percent
are
female.
45
percent
live
at
the
poverty
level
or
below,
and
58
of
those
clients
have
two
or
more
significant
physical
or
emotional
challenges.
So
people
with
some
level
of
disability
that
impairs
everyday
living.
B
E
E
E
G
Do
have
that
information
available
as
well.
Chris
wilson
has
a
spreadsheet
that
she
can
share
with
the
committee.
Okay,
yeah,
why
don't
you
go.
E
E
F
Certainly,
mr
chair
and
committee
members,
this
spreadsheet
tracks
our
full-time
in
a
few
part-time
positions
from
the
authorized
2020
budget
to
different
stages
of
the
2021
budget.
So
first
you'll
see
the
department,
then
you'll
see
the
division
within
that
department.
The
first
column
of
numbers
you
see
is
the
20
I
apologize.
It
must
not
have
printed.
The
header
is
the
number
of
staff
authorized
in
the
this
year's
budget?
So
what
was
adopted
last
december?
F
F
Then
you'll
see
a
column,
that's
labeled
already
cut
from
2021..
There
were
a
few
vacant
staff
positions
that
were
cut
when
departments
initially
submitted
their
budgets
back
budget
requests.
Back
in
june,
they
either
saw
the
writing
on
the
wall
or
they'd
had
some
kind
of
change
in
their
department
that
led
them
to
eliminate
those
staff
positions
right
up
front.
F
This
was
created
originally
for
jamie,
and
I
didn't
have
a
lot
of
time
when
maureen
asked
for
it
this
afternoon.
So
those
notes
may
make
some
sense
to
you.
They
may
not
they're,
maybe
a
little
more
internally
focused
if
you
turn
to
the
back
side
of
the
page.
F
You'll
see
that
in
what
departments
submitted
back
in
june
for
their
initial
requests,
we
were
already
down
7.1
and
if
you
were
to
recommend
to
the
council
that
they
make
every
cut
that
was
in
the
budget
worksheets.
You
saw
tonight
that
would
reduce
our
staffing
complement
by
another
28.5
and
we
would
be
down
35.6
ftes
a
little
bit
of
information
about
what
this
doesn't
include.
We
do
not
keep
fte
headcounts
for
our
seasonal
employees,
so
you
won't
find
all
of
the
starters
and
rangers
at
the
golf
course.
F
F
The
rank
and
file
of
our
fire
department
are
paid
on
call
and
again
they
are
budgeted
for
slightly
differently
and
paid
slightly
differently
than
others,
so
they
are
not
reflected
in
this
number,
and
the
last
piece
of
information
I
would
share
is
if
we
did
go
with
every
reduction
that
was
proposed
and
reduce
our
head
count
by
35.6
ftes.
F
D
F
F
Could
you
could
you
repeat
that
again,
the
ones
the
proposed
cuts
for
the
2021
budget
that
are
highlighted
in
yellow,
so
you'll
see
a
negative
7.875
in
motor
vehicle
negative
one
in
building
inspections
and
a
negative
one
in
police?
F
We
have
not
been
filling
positions
largely
since
the
pandemic
hit,
and
we
had
a
few
vacancies
at
the
time
that
it
hit
just
through
the
natural
course
of
things.
So.
D
E
Thank
you,
mr
chairman.
Thank
you
chris
and
please
just
bear
with
me
as
we
walk
through
this.
I
really
want
to
understand
the
numbers
here.
E
E
F
Two
about
almost
10
ftes,
some
of
them
are
part-time,
so
I
think
there's.
B
B
For
now,
okay,
it's
not
until
november
that
we
get
to
stop
asking
questions.
So
any
other
questions
on
this
headcount
related
spreadsheet-
and
I
want
to
note
something
before
I
call
again
is
that
I
in
in
when
this
was
handed
out,
I
was
reminded
I
went
back
and
looked
in
my
email
that
I
had
been
having
an
email
conversation
with
jessica
about
a
similar
analysis
except
around
kind
of
top
management,
and
I
neglect
that
came
out.
B
We
had
that
ended
on
friday
and
I
neglected
to
send
that
in
to
the
staff
to
ask
for
that.
So
I've
done
that
and
we'll
get
that
information
for
the
next
meeting.
But
that's
not
going
to
come
to
the
meeting
tonight
and
I
apologize
for
missing
that
as
the
email
kind
of
scrolled
down
in
my
email
here.
That's
fine!
Okay!
So
we'll
we'll
loop
back
here.
Do
you
have
a
question
about
this
spreadsheet?
Yes,
go
ahead!.
A
F
B
So
again,
we're
we're
kind
of
asking
answering
questions
about
this.
If
folks
had
questions
about
the
racial
equity
dimension
of
things,
now
would
be
the
time
to
ask
that,
otherwise,
what
we'll
do
is
I'm
going
to
start
presenting
the
spreadsheet
and
we'll
in
groups
of
10
start
going
through
and
having
people
ask
questions
so
last
call
here:
okay,
let
me
get
things
reconfigured
here,
just
a.
B
B
Okay,
so
once
again
we're
wanting
to
test
people's
eyesight
with
our
item
here,
let
me
keep
coming.
B
B
And
if
someone
could
watch
the
the
see,
if
there's
hand
raising
on
the
on
the
thing
and
wave
at
me,
because
I
can't
do
that
and
have
the
projection
going.
At
the
same
time.
B
A
I
can't
figure
out
how
to
raise
my
hand
on
this
thing
at
the
moment,
to
get
my
get
me
into
the
zone
so
for
the
first
one
eliminate
the
administrative
support
position.
Is
this
the
complete
elimination
jamie
or
is
it?
Could
it
be
like
a
half-time
thing,
or
is
that
not
an
option
at
this
point?
It's
just
either
or,
and
that's
kind
of
gonna
apply
to
all
of
the
positions
that
are
kind
of
listed
to
be
eliminated.
If
they
haven't
indicated
it
could
be.
B
F
An
option
that
positions
could
be
reduced
from
full-time
to
part-time.
Obviously,
then
you
don't
get
the
same
sale.
You
don't
get
the
same
cost
savings.
But
yes,
that's
certainly
within
our
control.
Yeah.
B
So
I
think
you'll
see
in
here
and
we'll
there's
some
items
that
are
in
the
that
are
present
in
the
staff,
where
we
have
options
where
there's
like
choice,
a
and
choice
b.
Implicit
in
a
lot
of
these
is
that
we
could
choose
to
say
we're
gonna
reduce
something
from
full-time
to
a
half-time
position.
B
I
think
that,
in
in
kind
of
my
thinking
this,
through
you
know,
there's
gonna
be
a
point
where
we're
starting
to
kind
of
prioritize
things
against
each
other,
and
that
may
be
the
point
where
we
start
having
a
conversation
about
whether
we
want
to
do
that.
But
I
think
right
now.
What
we
want
to
do
is
kind
of
take
the
proposals
that
the
staff
put
forward
and
understand
them
and
kind
of
rank
them.
So
what
they
proposed
right
here
is
that
they
would
do
without
this
position
on
them
on
a
full-time
basis.
A
B
Moving
onward,
then
we
will
go
to
number
11
through
15.
A
A
Item
13.:
can
we
consider
that
the
community
get
involved
in
a
in
a
safety
patrolling?
Would
that
be
something
that
could
we
consider
somehow.
J
Okay,
mr
chair
and
commissioner
member,
I
think
the
question,
if
I
understood
it
right
is,
could
we
get
a
citizen
patrol
or
more
maybe,
possibly,
citizen,
involvement
in
the
patrolling.
A
J
Yes,
okay,
so
just
to
kind
of
clarify
what
currently
what
we
have
is
and-
and
it
is
somewhat
common-
that
we
use
what
we
call
a
police
reserve
program-
and
that
is
a
group
of
volunteers
that
we've
been
doing
this
for
for
several
years
actually
and
they
come
in
and
help
us
control
our
park
areas
patrol
certain
areas
of
town
where
we
think
having
a
increased
police
presence,
albeit
it's
a
non-sworn
position,
but
that
to
do
that
safely
and
to
really
kind
of
protect
the
city
in
that
type
of
an
arrangement
requires
a
certain
amount
of
training.
J
It's
actually
fairly
extensive
for
those
reserves.
We
usually
run
somewhere
between
15
and
20
reserve
officers
at
any
given
time,
and
that
really
is
a
in
a
sense,
a
citizen
patrol
and
we
recently
started
another
volunteer
program
to
help
us
with
our
non-sworn
duties.
So
we
have
on
a
daily
basis,
volunteers,
helping
us
in
our
records
unit.
But
as
it
stands
right
now,
we
do
have
a
volunteer
program.
Citizen
volunteer
program
that
are
reserve
officers.
J
We
have
the
capacity
to
keep
and
put
them
in
proper
equipment
somewhere
between
15
and
20,
and
we
do
routinely
have
them
out
on
patrol
in
a
police
vehicle
to
help
us
with
kind
of
non-sworn
or
increased
police
presence.
And
again
that
does
require
training
of
those
individuals
so
that
they
don't
end
up
getting
themselves
in
a
situation
that
they
don't
know
how
to
handle.
And
it
does
require
us
to
provide
them
with
a
certain
amount
of
equip.
E
Component
so-
and
I
I
think,
we'll
need
chief
pots
unless
chris
can
answer
this
question,
so
the
positions
that
are
listed
here
are
they
open
positions
or
are
these
positions
that
have
individuals
serving
and
they
will
be
cut
or
eliminated.
E
F
Yes,
all,
but
the
one
in
the
ones
in
motor
vehicle,
one
in
bni
and
one
in
the
police
department,
are
either
open
or
we
have
a
retirement
notice
in
hand.
So,
for
example,
the
commander
position
is
not
open
today,
but
the
commander
has
submitted
and
his
retirement
has
been
accepted
prior
to
december
31st.
E
And-
and
I
guess
what
I'm
I'm
getting
to
mr
chair
with
these
positions
that
are
not
filled
that
are
open,
we're
already
experiencing
it
currently
in
in
2020
budget.
So
is
this
really
an
impact,
since
these
positions
have
remained
open
and
have
not
been
filled?
Why
would.
F
F
E
Okay-
and
I
guess
my
final
question-
these
positions
that
are
open
that
are
on
the
the
discussion
for
elimination
and
cutting.
Are
these
I'd
like
to
hear
from
chief
potts
if
these
are
ones
that
he
feels
comfortable
with
those
open
positions.
J
Mr
chair
in
commissioner,
so
what
you're
seeing
in
the
police
list
of
submissions
there
are
11
of
them
are
actually
in
some
of
those
positions
are
not
open.
Yet,
as
chris
mentioned,
they
will
open
sometime
between
now
and
january
1st.
So,
for
example,
that
one
at
the
top
of
our
list,
which
is
the
commander
position,
we
have
not
ran
with
that
open.
It
would
require
our
work.
She
kind
of
illustrated
this
that
we
would
be
moving
around
certain
duties
and
responsibilities.
J
Now
I
will
say
that
it
is
not
uncommon
for
us
when
you
have
a
position
that
opens
up
to
keep
it
open
for
a
few
months
as
we
either
make
a
promotion
have
a
hiring
process.
It
would
be.
You
know,
extremely
unusual
to
have
a
position
open
for
an
entire
year,
the
command
level
that
the
a
series
of
moves
and
responsibilities
throughout
the
organization
to
to
make
sure
that
we
could
get
that
work
done.
J
That
particular
commander
oversees
professional
standards,
so
training
a
lot
of
work
within
the
racial
equity
area.
Right
now,
in
terms
of
data
transparency
and
things
like
that,
so
that
position
would
be
extremely
burdensome
to
keep
open
for
the
entire
year,
as
would
most
of
those.
But
I
think
what
I
can
say
safely
is
that
routinely
we
do
have
positions
that
are
held
open
for
a
while
and
then
throughout
the
organization.
Here
we
have
the
ability
to
move
some
people
around,
and
we
can.
J
We
can
lean
on
people
to
do
more
for
a
while,
but
at
some
point
we
have
to.
We
have
to
backfill
and
put
the
appropriate
number
of
resources
in
our
division.
So
we
can
rotate
positions
to
try
to
keep
positions
open
for
a
while,
but
it
becomes
increasingly
more
difficult.
The
longer
we
keep
the
positions
over.
J
I
hope
that
answers
the
question
in
the
list
of
11
submissions.
Nine
of
those
are
positions.
Two
of
those
are
not
positions
within
the
nine
one
of
them
would
ultimately
have
to
be
done
through
layoff.
That
is
the
crime.
Analyst
position
the
rest
of
those
positions,
so
eight
of
those
nine
are
positions
that
are
either
open
or
will
be
open
and
that
we
could
move
things
around
and
keep
them
open,
at
least
for
temporarily
and
still
achieve
our
mission.
D
J
J
Mr
chair
and
commissioner,
that
is
a
a
thing
that
has
been
in
place.
Roll
call
is
the
beginning
of
the
shift,
so
our
officers
in
patrol
and
even
in
our
some
of
our
specialty
units
have
con
contract
language
that
provides
for
compensation
to
sit
in
a
briefing
before
their
shift.
Now
that
briefing
is
typically
15
minutes
long.
What
it
does
is.
It
provides
for
there
to
be
continuous
staffing
on
the
street,
while
the
next
shift
is
being
briefed
for
their
shift.
So,
let's
use
a
morning
roll
call.
J
J
This
change
would
would
basically
eliminate
that
15-minute
overlap
and
we
would
begin
the
briefing
at
the
top
of
the
hour
and
we
would
eliminate
the
overlap,
and
so
it
was
mentioned
in
that
worksheet
that
there's
we're
a
little
thinner
at
our
transitional
times
when
when
one
shift
is
going
off
duty
and
another
shift
starts,
but
it
is
something
that
we
could
do.
We
would
just
be
thinner
in
our
street
coverage
at
the
beginning
and
at
the
end
of
each
shift.
J
There
is
again
I
just
want
to
be
clear
on
this
particular
submission
this
this
implementing
this
there
may
be
a
challenge
working
with
meeting
with
our
unions
right
now,
and
so
we
just
have
to
have
that
in
the
back
of
our
mind
that
there
is
some
language
in
their
contract
now,
but
we
feel
that
we
could
accomplish
the
briefing
and
not
do
it.
15
minutes
before
the
shift
starts,
but
rather
do
it
at
the
top.
A
A
J
Yes,
mr
chair,
commissioner,
so
that
position
is
within
a
unit
of
other
officers
and
currently
that
unit
size
is
eight
investigators
in
special
investigations.
Two
of
those
are
dedicated
to
working
with
the
joint
terrorism
task
force
and
the
drug
administration.
The
drug
enforcement
administration,
so
two
of
the
eight
are
are
what
we
call
force
multipliers
that
are
working
with
other
agencies,
and
so
that
leaves
six
you
six
investigators
back
in
the
unit,
one
supervisor
and
five,
and
this
would
just
be
a
reduction
of
one
of
those
positions.
J
And
yes,
it
would
cut
into
the
work
that
we
do
to
deal
with
narcotics
situations
and
human
trafficking.
That
is
the
unit
that
does
conduct
that
work
and
when
tasked
with
coming
up
with
the
list,
it
was
just
a
difficult
decision
I
will
say,
but
with
the
unit
size,
we
felt
that
that
this
position
again
is
due
to
a
recent
retirement,
is
currently
open
that
for
in
terms
of
continuing
to
get
the
work
done.
J
But
yet
holding
the
position
open
for
some
period
of
time
would
allow
us
to
contribute
to
the
1.25
million
dollars
in
cuts,
and
it
would
require
the
rest
of
the
unit,
the
other
six
officers
and
possibly
relying
on
the
two
officers
that
are
connected
to
the
fbi
and
the
dea
to
assist
and
maybe
bring
some
resources
from
the
fbi
back
to
bloomington.
To
assist
us.
While
that
position
was
taken.
A
Yeah
start
chair:
I
just
want
to
clarify
chief
pods
that
would
potentially
be
possible,
for,
I
guess,
a
joint
jurisdiction
coordination
so,
like
you
said
the
fbi
or
the
dea,
to
help
with
either
human
human
trafficking
issues
or
potential
drug
issues.
If
you
guys,
I
guess
you
guys,
we
didn't
have
the
investigator
staffed
right,
so
we
wouldn't.
A
J
Mr
chair,
commissioner,
yes,
to
a
certain
extent,
there
are
local
task
forces
that
that
do
have
some
potential
to
assist.
So,
for
example,
if
we
were
doing
a
a
human
trafficking
detail-
and
we
in
currently
even
with
the
unit
fully
staffed,
we
would
always
partner
with
our
surrounding
jurisdictions
and
task
forces
on
those
holding
a
position
open
would
could
require
more
partnering
with
other
agencies
and
the
task
forces
that
currently
exist.
J
But
I
just
want
to
make
it
clear
that
we
we
have
a
common
practice
right
now,
partnering
with
those
task
forces.
Whenever
we
do
details
like
human
trafficking
or
large
narcotics
enforcement
details,
it's
routine
in
that
type
of
work
to
partner
with
local
neighboring
jurisdictions
and
task
forces.
Already
you
would
just
be
leaning
on
them
a
little
heavier.
D
D
Josh
one
of
chief
seal
could
speak
to
item
number
23
a
little
more
about
eliminating
the
hiring
of
10
new
firefighters
for.
K
K
Okay,
so
that
budget
reduction
is
basically
eliminating
our
ability
to
put
on
a
new
class
of
firefighters
for
next
year,
we
had
a
similar
reduction
this
year,
so
it
just
means
we
we
wouldn't
be
putting
on
any
new
firefighters
in
21.,
not
sure
if
I
answered
your
question.
D
Yeah
so
follow-up
question:
what
how
are
you
feeling
about
retention
of
the
existing
kind
of
the
the
existing
members
of
the
fire
fire.
K
Department,
our
retention
is
usually
pretty
good
once
our
people
get
to
about
the
10-year
mark
our
last
couple
of
classes.
Our
retention
has
not
been
as
good
but
they're
relatively
new.
So
it's
not
unusual
to
lose
people
in
in
classes
earlier
on,
but
currently
our
our
retention
numbers
aren't
as
good
as
they
have
been
in
the
past,
and
I
attribute
that
mainly
to
a
change
in
society,
a
change
in
people's
stress
and
their
personal
lives
and
time
requirements.
K
It's
a
tremendous
amount
of
time
to
commit
to
the
fire
department.
The
first
18
months
are
pretty
much
two
or
three
nights
a
week
that
they're
tied
up
in
training.
K
So
it's
a
tremendous
commitment
and
there
are
some
people
that
once
they
get
in
figure
that
they
just
can't
can't
complete
that
commitment,
and
so
they
end
up
dropping
out
so
my
retention,
even
at
hiring
10
people
next
year.
If
I
was
able
to
hire
10
this
year
and
next
year,
I'm
going
to
struggle
to
keep
up
with
attrition
so.
B
Julie,
I've
got
a
follow-up
question
on
that.
At
what
point
do
we
become
concerned
about
having
the
firefighter
group
getting
kind
of
two
heavily
weighted
and
long
tenured,
firefighters?
In
other
words,
ideally,
it
seems
like
you
would
want
to
have
a
fire
department
that,
had
you
know
some
new
people.
Some
people
have
been
there
for
five
years,
some
people
who've
been
there
for
10
years.
Some
people
have
been
there
for
15
years
and
so
on.
Where?
Where
at
what
point
do
we
get
concerned
about
that?
K
And
and
thank
you
chair
and
to
the
committee
that
actually
is
what
we
are
struggling
with
a
bit
right
now,
because
we
did
have
a
gap
in
hiring
for
several
years
and
then
last
year
and
the
year
before
we
hired
so
we've
got
a
lot
of
people
about
60
of
our
113
people,
who
have
less
than
four
years
on,
and
that
makes
them
very
inexperienced.
K
The
other
50
people
are
in
varying
stages
of
seniority
exceeding
you
know
from
from
five
to
exceeding
20
years,
but
I've
got
a
large
number
of
people
with
very
little
experience.
I
think
my
major
concern
right
now
is
just
numbers.
I
I
don't
have
enough
people.
B
I
I
K
Good
question:
no,
it
doesn't
in
fact
that's
not
the
cost
of
the
entire
class.
That
is
a
a
piece
of
that
class
of
that
training
dollar.
So
the
actual
cost
of
the
entire
class
is
probably
another
100
000
or
a
little
less,
and
as
I
was
going
through
and
and
proposing
cuts
when
we
submitted
the
budget
for
next
year,
it
was
hiring
a
class
and
doing
really
very
little
outside
training,
with
the
rest
of
our
firefighters
very
little
or
none
at
all,
just
doing
inside
training.
K
So
this
basically,
the
cost
for
the
class
is
closer
to
200
000
and
that
includes
equipment,
training
and
and
and
hourly
rate
pay.
For
my
instructors,
the
equipment
is,
is
quite
substantial,
as
you
can
imagine
to
outfit
each
firefighter
pension
payments
for
these
10
firefighters
would
actually
not
come
into
play
until
2023.
K
So
if
we
hired
him
in
2021,
they
would
get
included
in
2022's.
A
I
have
a
question
question
about
the
number
24
supplies
and
materials
employee
equipment.
What
do
you,
what
are
you
referring
to
for
the
bloomington
communications
group.
K
Oh
okay,
so
that
would
be
24
and
25.
Yes,
so
the
the
the
I
have
a
division
in
my
budget
that
is
dedicated
towards
emergency
management
and
that
division
really
carries
two
two
basic
services:
one
is
our
fleet
of
22
emergency
sirens
that
we
use
for
severe
weather
and
the
other
is
our
bloomington
communication
groups,
which
is
our
amateur
radio
operators,
ham,
radio
operators,
so
they
are
all
volunteer.
K
We
give
them
space
up
in
city
hall.
Next
to
the
hague
conference
room.
We
have
some
antennas
and
some
radio
equipment
in
there.
Those
that
that
two
thousand
dollars
basically
is
just
about
all
of
their
support
budget
that
I
have
to
support
them
for
equipment
and
supplies
if
in
case
they
need
it.
K
So
so,
every
once
in
a
while,
they
need
to
rerun
coax,
they
need
new
antennas,
they
need
newton,
some
new
hardware
or
some
equipment,
and
that's
what
I
supply
for
them
out
of
that
they
they
also
just
to
give
you
a
sense
of
how
how
active
they
are.
They
also
are
part
of
skywarn
and
one
of
the
things
they
do
is
they
do
across
the
metro
area.
Amateur
radio
operators
do
across
the
metro
area.
K
Is
they
activate
what
they
call
these
nets
during
times
of
imminent
severe
weather
and
they're
able
to
contact
people
in
the
field?
Who
are
actually
scott
spotters?
A
Is
there
any
funding
from
either
like
hennepin,
county
or
fema,
or
any
of
the
national
weather
service
for
equipment,
grants,
or
something
like
that
or
maybe
not
really
not?.
K
A
D
A
A
G
Mr
co-chairs
and
acquia
committee
members,
the
the
physician
currently
is
an
interim
position
and
heather
worthington,
who
is
our
interim
director,
is
potentially
in
that
role
through
march
of
next
year.
So
right
now
we
do
not
have
an
active
recruitment
for
a
a
permanent
successor
to
the
position.
So
this
is
on
the
list
and-
and
you
know
it
is
a
possibility.
B
Did
that
answer
your
question
ikea,
yep,
okay,
john,
you
had
your
hand
up.
D
Yeah,
thank
you.
This
might
be
a
pretty
simple
one.
I
think
we
might
need
the
chief
back,
but
back
on
number
23,
the
eliminating
of
the
hiring
of
10
new
firefighters.
I
think
I
got
myself
confused
in
that
discussion.
So
will
there
still
be
some
new
firefighters,
so
there
would
still
be
a
new
class
and
the
training
and
equipment
associated
with
freshmen.
If
you
will
or
or
not,.
K
There
would
not
be
any
remaining
dollars.
I
would
have
had
that.
I
didn't
prefer
as
a
cut.
I
would
use
to
do
training
with
my
existing
firefighters,
which
you
know
I'm
sure
most
of
you
are
aware.
We
actually
made
cuts
to
to
come
up
with
2020's
budget,
and
I
put
most
of
my
training
dollars
and
my
efforts
and
training
to
hiring
a
new
class.
So
there
was
really
no
dollars
in
the
2020
budget
for
training
outside
training,
so
for
any
of
the
firefighters
on
the
department
currently.
D
So
that
that's
helpful,
so
if
we
were
going
to
look
at
a
a
true
elimination
number,
in
other
words
the
the
true
budget
savings,
if
we
eliminated
that
enterprise
of
hiring
new
firefighters
and
everything
that
went
with
it,
what
would
that
number
look
like,
as
opposed
to
124
000?
I
gather
would
be
a
larger
number,
how
much
larger.
K
So
the
line
items
I
had
dedicated
to
training
I'd
have
to
take
a
quick
look,
but
it's
closer
to
200,
000
or
220
000
to
hire
a
class
of
10
put
them
through
all
the
training
they
need
buy,
all
the
equipment
they
need
and
get
them
ready
to
be
firefighters
and
get
them
on
trucks,
so
that
that's
really
the
the
size
of
that.
If
I
eliminated
all
training
and
at
the
same
time
eliminate
that
class
of
firefighters.
B
L
Good
evening,
hey,
thank
you
for
the
question
chair
peterson.
We
could
you.
Could
you
please
repeat
that,
just
so
that
I
make
sure
I
answer
it
accurately.
I'm.
B
L
Thank
you
actually
we're
doing
two
things
with
this
action,
but
one
of
them
is
not
visible
to
you
here,
because
we
have
a
planner
who
serves
both
the
hra
and
the
port
authority
on
a
very
part-time
basis,
removing
one
of
the
individuals
who
serves
both
hra
and
port,
half
and
half
as
an
economic
development
person
into
the
port
authority
full-time
and
then
we
are
shifting
a
planner
20
time
into
the
hra.
A
Cheer
peterson,
I
felt
the
number
29.
is
this
three
past
this
one
already
sorry.
A
Okay,
very
quick
question
about
the
master
park
plan.
Is
that
part
of
like
a
10-year
comprehensive
plan,
or
is
it
completely
separate
that
if
we
were
to
push
it
back
in
2021,
it
would
impact
our
required
reporting.
L
Chair
peterson,
commissioner,
that
is
a
separate
planning
document
and
it
is
something
that
the
parks
department
has
requested
be
funded
and
we
we
will
participate
in
kind
in
that
effort,
but
this
was
part
of
our
professional
services
recommendation
for
cuts
in
order
to
achieve
the
the
goal
that
was
given
to
us
right.
C
E
Thank
you,
mr
chair
line
item
34
professional
development,
training
and
travel
59
000..
I'm
curious
and
this
might
be
for
heather
as
well.
What's
the
breakdown
on
professional
development
training
and
then
what's
the
travel
budget,
or
is
it
all
one
of
the
same.
L
Thank
you,
commissioner.
Chair
peterson.
We
we
tend
to
lump
those
together
by
division
and
what
and
I
think
it
might
be
helpful
for
you
to
understand
kind
of
our
methodology,
which
was
to
retain
funding
for
professional
development.
That
is
either
required
through
union
contract
or
through
a
professional
certification.
L
So,
in
the
case
of
assessors
and
building
inspectors,
they
have
yearly
requirements
for
continuing
education.
We
retained
those
dollars,
we
cut
anything
that
was
discretionary
and
we
believe
that
for
21,
most
likely
conferences
will
be
online,
and
so
there
will
not
be
travel
required
in
the
budget.
So
this
is
a
minimal
professional
development
and
training
budget
with
no
travel
all.
B
D
G
Co-Chairs
and
members,
this
is
diane
kirby,
our
community
services.
L
Director,
yes
good
evening,
yes
chair
and
commissioners,
yes,
we
have
had
an
opportunity
to
discuss
this
with
the
school
district
and
with
the
person
who
is
in
charge
of
the
ectv,
and
so
this
is
roughly
approximately
about
a
10
impact
on
their
operation.
B
E
Thank
you,
mr
chair.
Looking
at
bush
lake
beach,
the
46
47
and
48
curious,
I
believe
we
had
some
deliberations
and
discussions
last
week
about
three
rivers
park
and
the
possibilities
of
three
rivers
park
coming
in
to
kind
of
offset
some
of
this.
So
we
could
still
continue
the
the
services
so
has
has
staff
or
jamie
have
you
had
any
input
or
discussions
yet
with
three
river
parts,
because
I
know
they're
a
little
down
the
list
too,
as
it
relates
to
maybe
highland
greens
and.
G
C
Thank
you
very
much.
We
have
had
preliminary
conversations
between
leadership
staff
of
our
department
and
of
the
three
rivers
park
district
on
a
variety
of
different
partnership
opportunities,
and
we
are
looking
forward
to
continued
conversations
between
our
city
council
and
the
elected
board
of
three
rivers
park
district
to
determine
exactly
which
partnerships
might
makes
most
sense
for
both
organizations.
So
we
have
started
the
conversations,
but
we
still
have
a
lot
of
a
lot
to
do
on
those.
A
A
Are
they
prepared
to
help
each
other
between
departments
and
and
work
towards
fulfilling
those,
the
part-time
role
that
I
guess
the
if
the
police
department
is
willing
to
help
out
and
the
environmental
health
as
well?
That's
my
question.
A
L
In
diane
question:
yes,
I
appreciate
that
question
and
certainly
it
would
reduce
the
the
amount
of
time
that's
available
for
public
health
to
follow
up
on
referrals
coming
from
police
and
from
environmental
health
staff
and
would
require
them
to
look
for
resources
elsewhere.
So
it
is
certainly
a
concern.
B
A
A
A
A
A
A
A
D
B
So
we're
back
in
session
now
and
the
next
set
of
items
was
item
number
51
to
item
number
60..
A
couple
of
these
are
kind
of
alternates
so
like
if
you
look
at
55
through
57
those
are
we
get
to
pick
one
of
those
three
or
none
of
them.
B
C
C
G
Co-Chairs
and
committee
members
what
what
ann
and
her
team
have
put
forward
are
a
couple
different
options
to
consider
we,
we
could
have
creekside
at
full
capacity
back
where
it
was
pre-coveted
at
whatever
point
that
it's
ready
to
come
back.
To
that
I
mean
one
of
the
one
of
the
significant
challenges
is
that
the
the
primary
user
group
there
is
among
the
highest
risk
for
for
the
covet
right.
They
also
have
a
level
of
reduce
service
and,
and
then
there's,
you
know,
obviously
closing
it.
C
Thank
you
jamie.
You
know
just
to
ensure
that
that
the
commissioners
understand
that
the
option
number
one
would
close.
The
facility
permanently
would
shut
off
all
power
and
utilities
to
that
facility
and
it
would
be
permanently
closed,
the
creek
side
and
then
the
pres,
the
most
of
the
senior
programs,
would
move
to
would
move
to
the
center
for
the
arts
in
option.
Two.
C
The
facility
would
reopen,
as
jamie
mentioned,
when
available
with
covid,
and
we
would
open
with
limited
programming
and
very
limited
staff,
so
essentially
the
programs
that
would
open
there
would
be
programs
that
are
senior
led.
D
Sure,
thank
you,
chair
peterson,
I
was
wondering,
and
maybe
this
is
for
anne
too,
but
on
line
54.
The
elimination
of
the
summer
beat
event
similar
to
my
question
previously,
with
respect
to
the
fire
class.
D
Do
we
know
is
that
sixty
thousand
dollars
is
that
an
all-in
cost
or
would
eliminating
that
event
also
reduce
costs
related
to
public
safety
and
other
I'm
just
what's
in
that
60
thousand.
C
That
is
everything
that
is
public
safety
costs.
That's
fireworks
yep,
that
is
all
material
supplies
everything
all
in
cost.
A
Thank
you,
mr
co-chair.
My
question
is:
do
we
have
the
demographics
who
use
creekside.
C
E
Thank
you,
mr
chair.
This
would
probably
be
a
question
for
ann
on
60
highland
green's
rate
increase
still
operated
by
the
city.
So
when
I
look
at
the
sheet,
it's
an
inc
revenue
increase
of
31.00
dollars.
I'm
curious:
what
is
the
initial
revenue
projections
if
highland
greens
were
to
be
open.
C
I'm
sorry,
I'm
not
sure
that
I'm
understanding
your
question
are
you
asking
what
the
total
revenues
are
for
highland
greens
and
what
the
total
revenues
would
be
with
this
or
what
the
revenue
increase
would
be
we're.
Looking
at
a
approximately
thirty
one
thousand
dollar
revenue
increase,
with
the
rate
increase
that
we're
proposing
here
and
that's
based
on
average
rounds
over
the
last
five
years.
E
I
Mr
is,
are
we
or
where
does
loaves
and
fishes
fit
into
this
scenario?.
C
C
Observation
most
I'm
an
arden
golfer,
most
of
the
driving
ranges
right
now
are
standing
too
deep
people
wanting
access
to
it
and
yet
highland
stays
closed,
and
I
don't
quite
understand
why
we
didn't
reopen
that
driving
range
during
this
time
of
very
high
activity.
We
just
totally
missed
it
in
my
observation.
This
you
care
to
comment
on
that.
So
I.
B
B
D
A
Thank
you
on
1965
66.
Do
we
have
any
recommendations
from
teachers
that
says
how
many
of
the
students
or
how
the
students
benefit
from
the
galaxy
programs?
I
know
for
the
latino,
a
community.
A
Look
like
this
will
be
a
very
difficult
situation
for
for
kids,
because
just
is
gonna
reduce
the
participation
and
kids
count
with
with
this
kind
of
program.
So
my
question
is:
do
we
have
any
recommendations
from
teachers
how
kids
perform
or
how
how
the
program
affect
them.
C
This-
is
just
an
opportunity
to
look
at
a
funding
of
a
program
for
a
different
agency
that
is
completely
separate
from
the
city
of
bloomington.
B
A
I'm
good
jessica
asked
my
question
about
okay
again,.
C
We
are
actually
looking
at
permanently
closing
down
to
eight
and
maybe
even
eventually
going
down
further
than
that.
As
we
look
at
global
warming
and
as
we
look
at
the
utilization
of
the
ranks,
we
really
believe
that
we
have
too
many
ranks
in
the
system.
Right
now,
the
skating
seasons
are
approximately
eight
week
skating
seasons
and
it's
becoming
increasingly
difficult
for
us
to
keep
good
ice
at
all
these
facilities.
C
So
we
really
believe
that
this
is
one
of
those
opportunities
that
we've
actually
been
discussing
for
quite
some
time
and
as
we're
working
through
the
park
system
master
plan.
This
is
just
looking
like
a
really
good
time
to
potentially
implement
this
change.
We
would
also
be
looking
at
implementing
this
change
geographically
within
the
city,
so
that
we're
ensuring
that
we
have
an
adequate
number
of
rinks
evenly
dispersed
throughout
the
city.
B
C
I
I
would
be
happy
to
speak
on
this
one.
This
is
one
of
properties
that
is
currently
in
the
park
system.
It's
a
slightly
over
two
acre
lot
and
it
is
basically
just
a
grassy
area
currently
that
the
city
is
mowing
that
is
completely
surrounded
by
residential
homes.
C
There
are
two
other
parks
within
two
to
three
blocks
of
this
location,
and
we
just
thought
it
might
be
an
opportunity
for
the
city
to
to
divest
ownership
of
this
property.
C
I
would
I
would
say
that
that's
a
that's
a
guesstimate.
We
did
receive
that
that
estimate
from
our
assessor's
office.
C
Now,
whether
or
not
this
could
be
a
budget
impact
for
2021,
you
know
would
would
be
determined
by
how
quickly
we
would
be
able
to
work
towards
putting
those
lots
on
the
market.
D
135
000
on
item
89,
just
general
systems
replacement,
is
that
a
pennywise
pound
foolish
just
want
to
get
a
little
sense
of
that.
One.
L
Peers
and
members
of
the
committee
that
one
is
one
in
the
it
budget
that
we
budget
annually
to
make
sure
that
we
can
cover
any
kind
of
mid-year
expenses
that
come
up
with
ip,
it's
very
difficult
to
sort
of
budget
out
a
year
and
a
half
in
advance
to
make
sure
that
we're
covering
replacements
that
might
not
be
foreseen
when
the
budget
comes
up.
So
it's
just
to
make
sure
that
we
have
enough
funding
to
cover
those
unforeseen
expenses.
C
Neil
item,
I
guess
the
public,
it's
80
public
works.
That's
the
eliminate
the
boulevard
ash
trees
from
the
contract.
A
This
is
talking
so
this.
A
C
Okay,
follow-up:
some
of
us
might
think
that
eliminating
cutting
all
those
ash
trees
down
might
be
an
improvement.
I
know
it's
preventive,
but
boy.
You
sure
hate
to
go
down
some
of
these
streets
and
see
those
big
trees
cut
down
because
the
bugs
gonna
get
them
do
they.
They
might
just
smoking
grass
again
girl.
B
Correct
that
sooner
or
later,
the
vast
majority
of
ash
trees
in
the
community.
A
B
Okay,
going
once
going
twice:
okay,
that's
it
on
the
walkthrough
of
the
items.
B
So
pull
out
five
of
each
color,
five,
the
red
five
of
the
yellow
and
five
of
the
green
grab
your
spreadsheet
and
come
on
up
here
to
the
the
sheets
that
are
right
on
the
tables
and
put
the
sticker
that
matches
what
you
think.
Things
ought
to
be
prioritized
for
we'll
spend
about
five
minutes
doing
this.
B
So
if
you're
like
wanting
to
tweak
things
on
your
list
and
stuff
like
that
or
if
you've
been
keeping
track
as
you
go
along,
but
folks
if
you
go
and
do
that
for
akia
and
for
john
you're
gonna
email,
those
into
brianna
and
then
brianna
is
gonna,
be
your
kind
of
remote
hand
putting
stickers
on
things
so
we'll
the
meeting's
gonna
be
pretty
quiet
for
five
minutes
here.
While
we
go
do
this,
but
that's
what
we're
up
to
is
going
ahead
and
doing
that
neil
is
over
there
trying
to
sell
stickers
to
someone.
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
B
Okay,
we're
back
in
session
so
or
she
always
happens
to
our
quick,
come
back
folks
who
are
watching
at
home.
What
we're
doing
is
we
went
through
the
90
proposals.
The
green
dot
represents
things
that
the
committee
is
thinking
would
be
acceptable.
B
Yellow
dots
are
kind
of
caution
and
red
are
really
kind
of
the
lowest
on
the
list.
I'm
getting
the
motion
to
remind
me
to
do
these
upside
down.
D
B
So
what
we're
going
to
do
we're
not
going
to
talk
about
these
items
in
detail,
we're
just
going
to
kind
of
go
through
and
just
mark
up
the
ones
where
it
seems
like
there's
a
consensus
or
one
we're
going
to
have
to
talk
more
about
it,
just
to
kind
of
get
a
sense.
So
an
example
here
is.
I
would
propose
that
on
here
number
one.
We
would
largely
accept
because
it's
green
with
the
smattering
of
yellow
okay
number.
B
Two
we'd
probably
have
a
little
bit
of
conversation
about
that,
because
there's
some
reds
in
there
this
one
here
people
are
cautious
about
it,
but
it's
not
like
at
the
bottom
of
the
list.
It's
not
at
the
top
this
one
here
I
would
say
largely
because
the
amount
of
green
would
be
accepted
by
the
group
and
so
on
and
so
forth.
Okay,
so,
let's
just
kind
of
walk
through
here.
B
In
order
to
do
this,
if
folks
are
watching
at
home
in
the
packet,
these
are
numbered
from
1
to
91
in
the
agenda,
so
you
can
follow
on
and
see
how
they
were
categorized,
so
ones
where
initially,
if
we
were,
if
we
were
doing
this
for
real
that,
I
would
say
that
we'd
have
consensus
on
is
I
would
I
would
propose
that
we
have
kind
of
definitely
would
do
those
that
identified
there.
We
would
think
about
this
one
here
and
we
would
think
about
this.
B
B
I
just
want
people
to
see
this
we'll
we'll
send
out
the
results
of
this,
so
that
people
can
see
what
the
waiting
was
but
remember
next
week,
when
we
do
this
again
we're
going
to
kind
of
start
all
over
from
scratch
on
this.
Based
on
the
additional
information
that
we
get
from
the
staff,
so
here
I
would
put
this
at
kind
of
maybe
the
question
mark
category
these
ones
here
you
know
looking
at
this.
I
would
say
that
that
these
are
kind
of
in
the
maybe
category
these
are
in
the
unlikely
category
to
accept.
C
Only
six
votes
so
yep.
How
do
what
do
we
do
when
you
don't
have
a
vote.
C
B
B
C
D
B
C
C
Well,
there
is
in
my
game,
no,
I
seriously
I
mean
there
could
be
you're
awaiting
it,
so
we
have
to
vote
and
all
three
of
those
are
kind
of
affirmative.
B
B
Okay,
so
moving
on
here
get
a
lot
of
red
on
these.
So
none
of
these,
I
would
say
there
was
consensus
around
doing
any
of
that.
Moving
on,
I
would
suggest,
let
me
get
that
so
that
doesn't
come
through
there.
B
That
we'd
have
a
conversation
about
this,
but
that,
depending
on
how
much
we
were
cutting
that
would
likely
to
be
in
we'd.
Probably
do
that
we'd
probably
do
that.
That's
kind
of
questionable
23.
What
was
23.
B
B
B
B
I'm
moving
through
here,
43
47
48,
are,
would
require
a
lot
of
discussion.
These
are
questionable
but
might
be
considered
that
one's
probably
closer
to
being
closer
being
in
the
other
ones.
B
So
on
here
of
an
interesting
pattern,
because
there's
some
people
are
kind
of
strongly
negative
on
here.
But
if
you
look
at
this,
you
know
probably
on
this
page
60,
57,
57
and
56
are
basically
the
same,
are
kind
of
together,
55
a
little
bit
behind
it,
and
then
the
others
require
more.
B
Discussion
62
in
64
in
everything
else,
in
kind
of
some
form
of
discussion
or
another.
B
B
B
B
B
87
would
lean
in,
as
would
88,
89
and
90
have
a
little
bit
stronger.
Negative
sentiment
around
them
and
on
91
would
require
some
discussion,
but
more
kind
of
in
the
not
in
on
that.
B
C
B
That
adds
up
the
values
of
everything
at
that
row
and
above
and
we'll
be
able
to
draw
a
line
that
says:
if
we
need
a
million
dollars
of
reductions,
it
means
we
gotta
that
that
the
things
that
are
ranked
first
through
seventeenth
are
gonna,
be
in
scope
for
the
budget
reductions
or
their
revenue
increases.
B
And
then
I
think
what
we're
going
to
want
to
do
for
time
purposes.
We're
not
going
to
be
able
to
have
a
conversation
about
every
single
item.
But
what
we
can
do
is
at
the
point
where
that
lines
driven
drawn.
We
can
talk
about
things
that
lie
inside
the
cot
and
lie
outside
the
cut,
because
those
are
things
where
we
had
very
similar
opinions
about
things
and
we
can
have
a
conversation
about
whether
kind
of
where
that
line
is
drawn
makes
sense
or
whether
we
want
to
trade
things.
B
The
order
of
things
around
the
point
of
that
line
to
bring
them
in
or
out
of
scope
and
then,
if,
if
there
are
particular
things
that
people
want
to
bring
up
at
that
point
that
they
want
to
say,
you
know
the
thing
the
group
agreed
was
number
two
I'm
vehemently
opposed
to.
We
can
have
a
conversation
about
that,
but
we
can't
have
that
conversation
for
every
item.
It's
just
not
going
to
be
feasible,
and
so
then
I
think
we
can.
B
We
could
either
decide
at
the
end
of
the
meeting
next
week
with
the
information
that
we
have,
that
that's
enough
to
take
that
proposal
to
the
community,
or
we
can
say
we
want
to
sleep
on
it
and
we
come
back
at
the
meeting
after
that
and
have
a
final
set
of
conversations
around
it.
You
know
which
would
be
the
was
it
october
7th.
Is
that
the
is
that
the
meeting
october
7th
meeting
you
know
so
that
that
meeting
could
be
a
short
meeting
where
people
have
slept
on
it
and
they're?
B
B
C
D
Okay,
so.
B
So,
let's
just
kind
of
talk
about
what
next
week's
meeting's
gonna
be
we're
gonna
have
more
information.
We're
gonna
have
more
things
on
the
list.
We're
gonna
go
through
those
things,
the
questions
to
see
if
you
have
more
questions,
but
I
think
what
we're
going
to
do
basically
is
try
to
have
all
the
information
we
need
to
make
decisions
available
for
the
next
meeting
in
order
to
create
the
preliminary
rank.
B
So
that's
that's
really.
What
next
meetings
focus
is
going
to
be?
Is
we'll
be
walking
through
the
editing
that
we
got?
We
will
be
kind
of
tweaking
the
ranking
that
we
put
once
again
we'll
be
allocated
a
set
of
dots,
we'll
go
through
and
do
the
dot
exercise
and
then,
instead
of
the
walk
through
like
I
did
now,
we'll
load
that
into
a
spreadsheet
and
wait
the
red,
yellow
and
greens
and
see
where
things
float
up
and
then
have
a
conversation
about
the
relative
priority.
B
A
Oh
thanks.
Sorry,
so
when
you
tally
up
the
scores
for
the
next
meeting,
is
it
possible
for
you
to
I'm
not
sure
if
this
is
feasible
but
for
each
of
the
departments?
You
know
how
we
have
the
total
amount
of
the
reduction
target.
Can
we
tell
you
how
much
was
actually
allocated
for
reduction
or
to
like
not
reduce,
so
I
saw
a
lot
of
reds
for
the
police
positions
and
of
their.
I
don't
know
a
million
dollar
cut.
B
If
you
remember
the
the
number
that
the
city
manager
gave
to
the
staff
was
an
internally
staffed
generated
target
on
a
per
department
basis,
okay,
in
order
to
make
sure
that
the
departments
put
the
right
amount
of
effort
into
preparing
budget
reduction
proposals.
Okay,
that's
those
numbers
could
influence
our
discussions
or
we
could
look
to
see
where
the
ranking
ends
up
and
that's
how
the
reductions
fall
on
departments.
B
It
really
that's
really
up
to
us
to
decide
how
much
we
try
to
end
up
in
the
same
relative
percentage
spot
as
the
city
manager
proposed,
but
we're
not
we're
not
constrained
by
that
we're.
If
we
decided,
for
example,
that
more
of
the
burden
was
going
to
fall
in
a
department
than
what
the
city
manager
has
that's
what
we
would
report
up
to
the
report
after
the
city
council,
he
would
probably
disagree
with
us.
The
city
manager
would
but
that's
what
we
would
report
up
as
a
as
a
report
to
the
council.
B
B
You're
on
mute,
so
I
don't
know
so
yeah,
but
I
think
we
you
know
we
can.
We
can
certainly
have
a
they
have
a
crosstab
in
the
spreadsheet.
That
shows
how
the
burden
is
falling
on
particular
departments.
We
can
certainly
see
that
and
then
that
could
be
an
input
to
our
conversation.
So
other
comments
or
observations.
B
So
one
one
question
I
have
for
folks
is
just
kind
of
looking
at
how
the
burden
kind
of
landed
was
there
anything
surprising
that
you
saw
in
that
kind
of
quick
run
through
or
did
that
that
seemed
to
kind
of
in
general
kind
of
have
to
be
fairly
consistent?
One
thing
I
was
surprised-
and
I
said
this
to
a
couple-
people
as
we
were
doing
is.
I
was
surprised
at
how
much
consistency
there
was
in
the
decisions
so
josh
you
were
taking
your
mask
off,
go
ahead.
D
I'm
just
do
we
have
enough
savings?
Is
there
enough
consensus
emerging
about
how
we're
gonna
find?
I.
B
B
I
think
that
we're,
I
think
I
think,
there's
there's
gonna
have
to
be
some
things
that
a
majority
of
people
put
red
stickers
on
like
if
you,
if
you
look
at
the
zero
percent
levy
scenario,
we're
probably
going
to
have
to
pick
things
that
a
majority
of
people
put
red
stickers
on
in
order
to
meet
that
goal.
B
I
Ahead,
john,
thank
you,
mr
chair.
One
thing
that
seemed
to
pop
out
at
me
is
that
we
as
a
group
were
pretty
protective
of
staff.
I
B
I
In
the
budget
process
too,
so
there's
going
to
have
to
be
some
resolution
to
that,
but
I
think
around
the
table
we
thought
staff
was
pretty
important.
B
Yeah-
and
I
think
that
to
that
point-
and
I
think
this
goes
back
to
what
josh
was
just
saying-
is
that
you
know
a
lot
of
the
staff
reductions
had
a
lot
of
red
on
them
and
we
had
a
lot
of
green
on
the
you
know
reduce
the
budget
by
500
bucks
for
xyz,
and
you
know
500
bucks.
Is
it
nothing
to
sneeze
at,
but
it
doesn't
go
very
far
in
the
direction
of
solving
our
problem.
I
John
one
follow-up
comment:
one
thing
I
thought
is
that
some
of
the
departments
don't
have
a
lot
of
dollars
in
the
fight
so
to
speak,
but
I
think
every
department
has
to
pay
some
of
the
burden.
I
don't
want
to
say
well,
there's
you
know
a
small
dollar,
so
we
won't
really.
I
B
Not
see
anybody
in
the
call
okay
was
there
anything
else
that
we
wanted
to
touch
on
for
tonight.
Anything
from
the
staff.
B
B
Okay,
unless
there
is
anything
else
from
the
committee,
then
let
me
go
back
to
the
agenda
and
make
sure
I'm
not
missing
anything.
I
am
not.
That
concludes
item
4.3.
So
with
that,
I
will
declare
the
meeting.