►
Description
Bloomington Community Budget Advisory Committee Meeting
A
A
B
C
C
C
C
C
C
C
F
C
F
Mr
chair,
just
a
quick
comment
on
4.2
the
preliminary
levy
discussion
down
on
the
second
paragraph
m
scale
and
faller
commented.
The
business
community
is
now
projecting
recovery.
I
believe
my
comment
was
based
on
staff's
comment
that
the
convention
and
visitors
bureau
said
they
were
anticipating
a
moderate
case,
and
so
that
was
what
my
comment
was,
though.
The
business
community
is
not
going
with
the
monterey
case,
so
I
would
like
to
have
that
corrected
in
the
minutes.
F
E
C
G
B
All
right
good
evening,
co-chair
peterson
and
many
members
this
evening.
I
just
have
a
few
items
in
response
to
last
week's
questions
from
the
meeting
again
here
we
are
with
deliverables
and
we're
coming
up
now
on
some
engagement
opportunities
and
then
preliminary
levy
recommendation,
which
will
be
monday
that
co-chair
steve
peterson
will
give
a
preliminary
levy
recommendation
to
the
council.
B
B
So
overall,
a
three-year
average
of
building
and
trade
permits
are
about
4.6
million
and
about
4
million
or
87.25
percent
of
that
is
commercial
and
then
the
remaining
12.75
or
585
000,
almost
as
residential
in
dollars.
But
then,
if
you
look
at
that
in
numbers
of
permits
issued
it's
kind
of
flipped,
where
a
total
of
6719
on
average
in
a
year
of
permits
issued
and
I'm
sorry
a
total
of
8464.
B
B
So
that's
just
a
follow-up
to
that
question
and
then,
after
the
community
services
department
presentation
last
week,
there
was
a
question
about
public
health
and
how
much
do
richfield
and
edina
pay
bloomington
for
public
health
services
and
so
the
contracts
for
2020,
with
the
dyna
in
richfield,
for
a
dyna,
it's
275
000
and
for
richfield,
259
000,
and
just
a
note
also
from
public
health
staff
that
that
does
not
include
federal
state
and
local
grants
that
are
received
by
bloomington
on
behalf
of
a
diana
richfield,
and
so
the
grant
funding
is
estimated
around
325
000
for
dyna
and
640
000
for
ridgefield.
C
Excuse
me,
so
you
have
to
combine
those
numbers,
the
grant
funding
estimated
is
325
or
640,
and
that's
a
combination
of
city
and
federal
government.
B
So
that
would
be
the
the
numbers
on
the
bottom
are
grant
revenues
that
come
from
others
like
the
federal
state
and
local
grants
is
that
predictable
that
is
fairly
stable,
but
not
increasing.
C
B
Think
you
would
say
chair
peterson,.
C
B
B
Administrator
shane
redling
is
joining
us
this
evening
and
there's
we
have
a
couple
slides
one
about
tif
districts
and
also
then
one
about
the
tax
levy
that
the
maximum
tax
levy
that
the
hra
can
enact
or
the
port
authority,
and
so
shane
has
volunteered
to
be
here
tonight,
just
to
kind
of
go
through
these
slides
and
and
talk
about
them
and
answer
any
questions
you
might
have.
So
I'm
going
to
turn
it
over
to
shane.
A
Thank
you
good
to
be
here
virtually.
Is
it
yeah?
We
talk
a
lot
about
this
committee
and
yeah,
I'm
just
happy
to
answer
the
questions.
People
have
it's
more
q,
a
than
it
is
presenting,
but
I'll
do
a
little
bit
of
presenting.
So
just
generally,
I
think
there's
been
some
questions
about
tiff
districts
and
how
they
work.
A
A
The
development
districts,
like
south
loop,
also
called
industrial
development
district
one,
an
old
term
from
the
gold
tip
districts
that
were
there
just
because
a
project
or
a
commercial
property
exists
in
that
larger
area.
That
south
loop
district,
that
industrial
development
district
does
not
mean
that
it's
in
a
tif
district.
A
So
take
you
know
the
polar
fab
computer
chip
company,
that's
out
in
south
florida,
for
example,
they
are
in
south
loop,
but
their
commercial
property
taxes
go
to
where
they
would
normally
go.
They
just
happen
to
be
in
a
tif
district
and
excuse
me
in
the
industrial
development
district
they
aren't
in
eight
districts.
You
got
these
big
swaths
of
the
city
that
are
these
plan
areas,
these
industrial
development
districts.
A
That
doesn't
mean
that
all
those
properties
taxes
are
going
anywhere
different
than
where
they
would
normally
go
if
they
were
just
in
a
regular
part
of
the
city.
The
industrial
development
district
boundaries.
D
A
To
do
with
where
you
can
spend
a
portion
of
the
tif
money,
that's
generated
from
those
smaller
tip
districts,
and
so
that's
called
pooling,
and
we
can
get
into
that
if
people
want
to.
But
we
just
wanted
to
clarify
that
we've
got
these
big
chunks
of
the
city
that
are
in
development
plan
areas
or
industrial
development
districts
or
things
like
that.
But
that
does
not
mean
that
they're
generating
tip
for
all
the
commercial
properties.
C
Can
you
give
me
an
example:
take
one
of
the
big
tips,
the
mall
of
america,
what
are
those
how
what's
the
route
of
those
dollars?
Where
do
they
go
sure,
just
use
an
imagine.
Here's
a
number
of
some
kind
and
what's
the
trail.
A
Well,
that
one's
complicated
because
of
some
legislation
that
we
that
was
passed
back
in
2013-
and
so
I
might
suggest
a
different
district
just
because
that
one
is
frankly
unique
in
the
state
and
I
can
get
into
that
if
people
want
to.
But
if
I
might
just
suggest
we
take
the
bloomington
central
station
just
east
of
there,
it's
still
a
pretty
different
district.
A
So
that's
comprised
of
both
residential
and
commercial
properties
and
the
taxes
for
those
are
are
split
out
differently.
So
on
a
residential
property.
A
You've
got
taxes
that
are
split
roughly
a
third,
a
third,
a
third
between
the
county,
the
schools
and
the
city.
It
changes
a
little
bit
by
the
levees
and
things
like
that
and
then
there's
a
group
of
other
jurisdictions
that
adds
on
under
10,
but
roughly
a
third
third
third
city,
county
schools,
and
then
I'm
just
called
30.
I
guess
for
easy,
math
and
then
got
another
set
of
jurisdictions,
mosquito
control
and
things
like
that.
A
I
make
that
up
so
tiff
takes
those
three
jurisdictions
and
funnels
it
to
the
development
entity
like
the
port
authority
or
that
value
that's
created
by
the
project
alone.
So
just
pretend
there's
a
million
dollars
in
value
before
said
project
and
then
there's
10
million
dollars
after
the
project
is
built,
the
tip
those
taxes
that
are
generated
by
that
additional
nine
million
dollars
of
value
go
to,
in
this
case
port
authority,
and
then
we
use
that
money
to
pay
for
streets
and
roads
and
utilities,
and
things
like
that
that
make
the
project
happen.
A
A
A
The
mall
of
america
came
out
of
its
traditional
collection
of
tiff
back
in
16
and
18
respectively.
There's
two
districts
out
there
and
in
2013
there
was
legislation
passed
that
benefited
bloomington
greatly.
Frankly,
and
now
the
mall
is
a
commercial
property,
and
so
commercial
property
is
split
differently
than
residential
property.
So,
on
a
commercial
property,
the
three
jurisdictions
city
county
schools
only
get
about.
Well,
it
ranges
between
10
and
15
based
depending
on
the
year
and
then
roughly.
A
A
third
goes
to
the
fiscal
disparities
pool,
which
is
a
metro
area,
sharing
pool
that
bloomington
has
paid
into
for
decades
and
decades
and
decades
and
just
as
recently,
been
surpassed
by
minneapolis
as
the
largest
net
loser
in
that
program,
because
bloomington
developed
after
the
year
that
fiscal
disparity
started
all
of
our
value
or
most
of
our
value
is
tied
up
in
the
fiscal
disparities
pool
and
we
contribute
about
23
million
dollars
worth
of
available
levy,
call
it
into
the
fiscal
disparities
pool
every
year,
and
then
that
gets
split
out
to
communities
that
either
developed
before
the
early
70s
or
that
don't
have
a
good
commercial
property
tax
base.
A
So
bloomington
has
been
epistle
disparities
contributor
for
a
long
time.
In
2013
we
got
some
of
that
money
back
to
the
port
authority
through
that
legislation.
So
the
malls
portion
of
the
fiscal
disparities
property
tax
payment
is
now
treated
as
tiff
by
the
port
authority.
So
the
t,
the
multiplexers,
are
still
open,
but
they're
the
regular
jurisdictions,
the
city
county
schools,
money,
is
going
to
those
normal
jurisdictions.
Just
as
if
the
tif
district
didn't
exist,
the
tip
districts
are
technically
open.
A
For
the
collection
of
that,
this
disparities,
money
for
use
by
the
port
authority
for
infrastructure
parking
and
so
on,
so
I
know
that's
complicated
and
I'm
happy
to
go
into
it
more,
but
commercial
property
is
a
little
bit
different
than
residential
property,
just
because
commercial
property
has
a
different
split.
You
got
pistol
disparities
and
the
other.
Third
that
I
didn't
mention
is
the
state
general
property
tax.
A
So
that's
the
same
thing:
it
works
the
same
way
for
hra
projects
or
city
tip
districts.
There
are
a
few
of
those
as
well.
It
doesn't
matter
fundamentally
if
it's
a
port
authority,
nhra
or
city
tif
district.
A
C
Well,
shane,
I'm
the
I'm,
the
one
that's
been
raising
the
issue
all
the
time
and
my
colleagues
are
telling
me
to
leave
it
alone,
and
my
objection
has
been
that
there
comes
a
time
when
some
of
these
tif
nick
sticks
need
to
be
collapsed,
so
that
we
don't
have
to
sit
here
on
a
wednesday
night
and
try
to
figure
out
how
we
can
make
an
8
million
dollar
gap
fit
when
the
big
pool
of
money
is
sitting
over
there
and
the
revenues
from
liquor
attacks
and
everything
continues
to
run
to
the
port
authority.
C
G
Mr
chair
peterson,
I
think
you
know
that
I
think
it
is
fair.
Actually
I
just
wondered
shane.
This
is
really
good.
By
the
way
I
I
was
wondering
if
we
could
just
tease
out
a
little
bit
that
that
concept
of
adjacent,
because
it
might
bear
on
all
this,
so
I
take
it
the
in
in
the
hypothetical
there's
ten
million
dollars.
Nine
million
of
it
is
the
increment
of
increased
value,
and
that
goes
back
into
that
tif
district
or
adjacent
for
purposes.
G
I
don't
know
if
it's
tangentially
or
directly
involved
or
related
to
the
project,
because
the
question
that's
on
my
mind
is
how
much
leeway
does
the
city
for
overall
city
territory
expenses
have
to
to
invest
as
adjacent
some
of
that?
Not
where
all
of
that
nine
million
dollars
in
that
hypothetical
or
or
is
it
can
is
adjacent
contained
to
the
development
district
that
the
tif
is
within
or
what
are
those
limitations.
A
Sure,
thank
you,
mr
chair.
We
commissioners,
commissioner
gibbs
and
commissioners,
so
the
answer
is
kind
of
complicated
a
little
bit
so
once
again
that
theoretical
nine
million
dollars
in
new
value
that
was
created
each
one
of
those
projects
has
a
development
contract
with
the
developer
right.
So
the
developer
isn't
going
to
build
a
project
out
of
the
goodness
of
the
heart.
The
whole
concept
of
the
tif
district
in
the
bloc
4
test
is
that
the
project
wouldn't
go
forward,
but
for
the
tip
so
you've
got
this
project.
A
It
increases
the
sewer
flow
projects.
Pro
forma
cannot
handle
the
cost
of
that
new
sewer,
pipe
that's
needed
for
that
project,
so
they
come
and
ask
the
city
for
tiff.
The
city
decides
yep.
We
want
that
project,
it
meets
our
plan
goals
and
you
know
the
vast
majority
of
that
money
is
then
dedicated
to
that
sewer.
Sometimes
we
sell
that.
Sometimes
we
issue
a
pay
go
note
which
has
less
risk
for
the
city.
A
Basically,
the
developer
then
finances
that
revenue
stream
there's
a
bunch
of
different
ways
to
do
it,
but
the
vast
majority
of
that
money
is
dedicated
to
the
project.
Otherwise,
you
know
if
the
project
doesn't
need
the
help,
then
the
project
just
gets
built
on
its
own
and
the
property
taxes
go
to
where
they
normally
go.
A
So
they're
all
done
like
that,
the
we
have
the
we're
in
the
enviable
situation
on
a
project
like
mall
of
america
that
we
do
have
a
balance
there,
but
that's
that's!
You
know
tied
up
in
the
development
contract
with
that
project.
It's
not
you
know
it
can't
be
used
for
general
uses,
in
fact,
tiff's
statute,
even
for
an
old
district
like
the
mall,
where
the
rules
are
a
little
bit
more
liberal,
tip
districts.
A
Tif
statute
is
very
restrictive
on
how
you
can
use
that
can't
be
used
for
maintenance
period,
can't
be
used
for
public
buildings.
Things
like
that,
so
it's
it's
meant.
The
statute
is
written.
Even
the
old
tif
statutes
are
written
very
specifically
to
help
get
projects
built
that
cities
want
and
they're
only
for
that
use.
Now
there
there
is
this
concept
called
pooling.
So
basically
you
know
at
the
front
end
of
a
project
that
might
last
for
20
years
or
could
last
for
25
years.
A
You
know
you're
making
the
best
estimates
you
can
and
you're
only
dedicating.
You
know
the
money
that
you
think
you
need
for
that
sewer
project
in
this
example
right
and
sometimes
there's
a
little
bit
of
extra
money
left
over
and
that's
called
pooling,
and
so
there's
limits
on
pooling,
depending
on
the
vintage
of
your
tif
district,
and
you
can
then
use
that
money
in
the
development
area.
So
in
this
bloomington
central
station
example,
if
there
was
money
left
over,
you
could
spend
that
four
tip
eligible
expenses
within
that
industrial
development
district
ie.
A
For
that
example,
but
still
you
can
only
use
it
for
tip
eligible
expenses.
You
can't
use
it
for
maintenance
of
any
kind.
You
can't
use
it
for
parks
or
anything
like
that.
You
can't
use
it
for
public
buildings,
et
cetera,
et
cetera,
et
cetera.
The
only
time
you
can
use
it
for
city
salaries
is
if
they're
spent
managing
that
dip
district,
and
so
the
statutes
are
very
clear
in
that
there's
just
can't
do
it
period
now,
the
mall
of
america
project.
A
We
were
building
up
a
balance
there
and
whether
you
liked
the
water
park
project
or
not,
but
that
money
was
you
know,
probably
depending
on
council
import
action,
maybe
less
than
three
months
away
from
closing
that
deal
and
that
money
would
have
not
been
sitting
in
the
bank
and
that's
the
whole.
The
concept
of
the
mall
is
it's
been
a
successful
project,
and
now
the
port
doesn't
have
to
borrow
for
these
large
infrastructure
improvements
that
the
city
wants
to
get
done
out
next
to
them.
A
These
great
projects
that
bring
in
lots
of
people
over
the
side-
and
you
know,
benefit
the
city
by
driving,
hotel
taxes
and
things
like
that,
which
we've
all
benefited
from
as
residents
for
decades
now
we're
realizing
the
dependence
on
that,
and,
obviously
that's
why
the
committee
exists.
It's
because
there
is
a
dependence
on
some
of
that
hotel
tax
that
I
don't
want
to
say
we
forgot
about,
but
we
just
relied
on
it.
A
I
think
nobody
thought
you
know
it
wasn't
on
my
radar
and
you
know
I
helped
manage
that
money
so
yeah,
so
I
mean
we're
in
the
good
situation
that
we
don't
have
to
borrow
for
that
viral
for
those
types
of
projects,
because
the
city
took
a
giant
risk
with
them
all
america
way
back
when
and
it's
been
a
successful
project,
and
now
we
can
leverage
that
project
for
new
uses
that
we
have
very
very
little.
Risk
on
pandemics
changed
a
lot
of
things,
but
the
mall
is
back
up
and
running.
A
They're,
open,
80
or
90
of
the
businesses
are
open.
Of
course,
traffic
is
down
roughly
fifty
percent
of
recovered
levels,
but
you
know
they're
working
things
out
with
their
lender.
It's
been
a
tough
situation
for
them.
No
doubt
it's
been
a
tough
situation
for
us,
but
you
know
kovit
will
pass
and
he
will
recover.
C
Suffice
it
to
say
it's
like
the
scene
from
the
show
chicago
when
the
attorney
is
saying.
How
are
you
going
to
get
her
off
and
she
he
sings
the
song.
You
just
razzle,
dazzle
him
and
that's
what
this
is
to
me
and-
and
I
was
effective
in
setting
this
thing
up
when
the
mall
came
together,
but
it's
it's
grown
in
proportionally
and
the
amount
of
money
that's
being
spent
over
there
is
over
the
top
and
I'm
still
having
trouble
seeing
where
it
complements
a
resident.
C
That's
going
to
get
hit
with
this
levy
increase
to
make
up
the
budget
so
but
that's
another
at
another
time,
and
probably
is
not
the
purview
of
this
committee
and
I
apologize
for
keep
bringing
it
up,
so
I'm
gonna
move
on
if
that's,
okay
and
shane.
I
thank
you
for
being
here
we'll
see
if
the
committee
wants
to
bring
the
subject
up
again
and
go
any
deeper
unless
I
hear
some
comment
right
now.
A
So
I
can
do
this
one
too,
so
so
the
enemy
components
for
the
hra
and
the
port
authority
are
on
the
slide
there.
I
won't
reread
those,
but
the
important
thing
to
note
is
that
I
always
thought
they
were
exactly
the
same.
That's
that's
interesting
in
any
case,
very
similar
in
amounts
that
the
hra
receives
on
an
annual
basis
and
the
port
authority
could
receive
the
kicker
here
is
that
the
port
has
never
turned
on
its
levy.
It
exists.
A
It
has
very
broad
authority
to
use
that
money.
That's
one
of
the
interesting
things
about
the
port
authority
statute,
especially
bloomington's,
is
that
the
authority
is
very
broad,
but
the
levy
has
never
been
turned
on,
so
that's
the
number
it
would
be
if
it
was
turned
on.
But
another
important
thing
to
note
here
is
that
if
you
know
if
the
city
and
port
authority
decided
to
turn
on
2.6
million
in
port
levy,
it
would
affect
bloomington
taxpayers
in
that,
in
the
exact
same
way
that
2.6
million
would
impact
it
through
the
city's
levy.
A
It'll
just
show
up
on
a
different
line
item
on
google
stack
statements,
but
I
mean
there's
a
tool:
that's
out
there
and
we've
talked
about
you
know
using
that,
and
you
know
this
is
pre-covered
for
development
across
the
city
and
things
like
that
to
accomplish
the
city's
strategic
plan
goals,
but
it's
never
been
turned
on.
C
Just
as
a
as
a
preview,
in
all
my
years
with
the
city,
it's
been
the
public
works
department
that
has
just
been
a
stellar
stellar
bull
in
the
whole
delivery
of
services
to
this
city,
and
it's
been
dependable
and
has
gone
through
russ,
langseth
and
and
now
carl.
So
I've
been
a
long
time,
and
so
it's
a
pleasure
to
have
you
here
and
tell
us
how
great
you
are
well.
Thank.
H
H
So
if
with
that
kind
of
in
a
nutshell,
I
sort
of
lump
our
services
into
four
areas.
The
first
are
those
services
that
are
very
directly
related
to
the
citizens
and
to
the
community
things
like
snow,
plowing
and
municipal
water
and
sewer
services
and
the
picking
up
of
garbage
and
recycling.
H
Another
big
chunk
of
services
that
we
do
are
internal
services,
so
these
are
services
that
are
provided
to
the
public,
but
through
other
departments,
and
so
we
charge
for
those
services.
I
think
we
we
talked
to
you
about
those
a
few
a
few
weeks
ago
include
park,
maintenance
facilities,
maintenance
and
fleet
services,
fleet
maintenance.
H
Another
large
chunk
of
what
we
do
has
to
do
with
asset
management,
so
asset
management
or
another
term
is
often
used
infrastructure
management.
This
is
kind
of
planning
for
cataloging
keeping
track
inspecting
all
the
pieces
of
infrastructure.
We
have
so
examples
are
our
pavement
management
program
where
we
keep
track
of
the
condition,
and
then
we
try
to
develop
a
program
that
has
the
right
maintenance
at
the
right
time,
with
the
overall
goal
of
keeping
our
service
level
high
and
to
to
minimize
the
overall
life
cycle
cost
of
that
asset.
H
We
know
that
we
will
always
have
streets
or
we'll
always
have
some
type
of
transportation
system.
So
it's
important
that
we
manage
it
the
best
we
possibly
can
so
that
we
can
minimize
our
cost
in
the
long
run.
We
do
that
same
kind
of
thing,
for
our
facilities
and
in
our
utilities
department.
We
do
the
same
thing
and
then
another
thing
that
we
do.
We
build
a
lot
of
stuff,
so
we
spend
somewhere
in
the
range
of
30
to
50
million
dollars
a
year
on
street
reconstruction
projects
on
building
interchanges
and
building
buildings.
H
We
have
a
183
full-time
employees
and
I
would
note
that
that
number
is
somewhat
set
by
our
minimum
staffing
needs
in
the
winter
or
basically,
what
do
we
need
to
have
our
regular
operations
ongoing
and
be
able
to
plow
streets?
And
then,
in
the
summer
we
hire
a
fairly
large
number,
probably
60
part-time
employees.
H
H
The
the
chart
here
shows
that
only
about
16
or
14
million
dollars
of
that
is
general
fund
monies.
The
others
are
internal
services,
of
which
a
fair,
large
number
eventually
become
general
fund
monies,
and
then
the
largest
portion
of
our
budget
is
our
utility
funds,
and
these
are
the
the
charges
we
charge.
Our
customers
for
water
and
sewer
for
storm
water
and
for
garbage
and
recycling.
H
H
We're
to
look
at
some
of
our
major
areas
of
service
delivery.
This
is
kind
of
a
tabulation
of
those
that
are
in
the
general
fund
that
14
million
dollars
in
the
general
fund
maybe
highlight
a
couple
snow
and
ice
removal.
This
is
the
removal
of
of
the
snow
and
for
the
de-icing
activities
that
happen
in
the
winter,
on
all
of
our
our
city
maintained
streets
and
on
the
the
sidewalks
about
3
million
dollars.
H
Seal
coating
seal
coating
is
that
process
where
we
spray
an
oil
down
and
put
gravel
on
top
and
it
revitalizes
the
street.
It's
a
part
of
our
pavement
management
program
that
whole
strategy.
We
have
about
doing
the
right
types
of
maintenance
at
the
right
time.
One
big
chunk
of
that
is
our
seal
coating
program
spend
about
a
million
dollars
a
year
on
that.
H
The
other
thing
of
note
is
street
lighting.
This.
These
are
the
many
thousands
of
street
lights
that
are
around
the
city.
We
spend
about
eight
hundred
thousand
dollars
on
that.
The
majority
of
those
we
spent.
We
we
do
by
contracting
with
excel
energy
and
we
pay
them
just
a
monthly
rate
for
those
those
lights.
H
We
maintain-
and
I
don't
know
the
exact
number
about
1500
of
those
or
1700
of
those
we
maintain
and
they're
the
ones
in
the
city,
parking
lots
and
maybe
in
some
of
our
kind
of
streetscape
areas,
we
call
them
like
old,
chocoby
and
france,
or
over
here
at
98th
street
and
lindale
kind
of
specialty,
decorative
lighting
are
constituted
in
those,
so
so
we're
organized
into
four
operating
divisions
and
I'd
just
like
to
introduce
or
to
recognize
these
four
folks.
These
are
my
lifelines
tonight.
H
H
John
bradford
is
our
superintendent
of
maintenance
and
scott
anderson
is
our
superintendent
in
our
utilities
group,
so
public
and
I'll
kind
of
run
through
each
of
these.
To
give
you
a
sense
of
what
we
do
in
each
of
those
areas.
So
in
public
works
administration,
it's
a
smallest
division,
go
ahead
and
we
provide
the
support
activities
to
the
to
the
rest
of
the
divisions.
Irmis
is
our
public
works
accountant
he's
in
our
division?
We
provide
that
type
of
thing.
We
provide
organizational
work.
H
Special
projects
and
kind
of
our
safety
efforts
are
run
out
of
public
works
administration,
the
biggest
service
delivery
area
of
public
works
administration
is
our
garbage
and
recycling
program,
and
that
includes
the
kind
of
the
weekly
services
that
we
provide
with
a
collection
of
garbage
and
recycling
and
yard
waste,
but
also
our
curbside
cleanup
program
that
occurs
in
the
spring,
a
kind
of
a
fairly
popular
program
with
with
people
and
our
kind
of
growing
organics
collection
program.
H
Another
kind
of
newer
activity
within
public
works
administration
is
our
sustainability,
commission
and
the
support
of
the
of
the
commission
and
the
sustainability
efforts
across
the
city
are
part
of
public
works.
Administration,
total
six
employees,
full-time
employees,
about
a
nine
million
dollar
budget
kind
of
mostly
funded
through
the
solid
waste
utility
we
go.
The
next
one,
please
carrie
so
again
the
the
activities
the
general
fund
portion
of
that
is
about
5.6,
566
thousand
dollars.
H
That
includes
again
the
curbside
cleanup
program,
which
is
about
a
million
dollar
activity.
Again,
that's
funded,
not
by
the
general
fund,
but
by
the
solid
waste
utility,
which
is
a
utility
charge
to
all
our
customers.
H
These
are
the
folks
that
design
and
bid
and
actually
inspect
and
and
lay
out
projects
in
throughout
the
community,
mostly
roadway
projects,
but
a
lot
of
utility
types
of
projects
and
trails
and
those
types
of
things
as
well.
This
group
doesn't
build
buildings,
they
build
mostly
traditional
public
works
infrastructure.
H
Engineering
services
is-
and
I
would
note
that
in
the
infrastructure,
design
and
construction,
the
work
that
they
do
is
funded
by
a
wide
variety
of
funding
sources.
So
the
types
of
things
that
that
they
receive
funding
from
is
they
receive
state
aid
money.
These
are
monies
that
the
city
gets
about
four
million
dollars
a
year.
That
is
a
portion
of
the
gas
taxes
that
are
collected
in
the
state
they
come
to
the
city.
That's
used
to
to
construct
a
certain
number
of
our
projects.
H
We
also
get
a
fair
amount
of
federal
money
competitively
through
grant
programs,
or
we
may
work
cooperatively
with
some
of
our
partners
like
the
county
or
the
state
and
get
funding,
so
each
project
has
a
fairly
complicated,
typically
a
fairly
complicated
funding
portion,
project
or
funding
scenario.
That
includes
many
outside
funding
sources
also
includes
some
assessments
to
businesses
and
to
our
residential
properties.
H
H
A
big
portion
of
their
activities
are
working
with
our
community
development
department
on
development
review,
so
we
kind
of
do
the
engineering
side
of
development
reviews
and
we
also
have
a
number
of
people
that
do
sort
of
land,
surveying
type
of
work,
keeping
track
of
records
of
plats
and
subdivisions
and
all
that
type
of
stuff.
Good.
H
Water
resources
is
also
an
important
part
of
our
engineering
group.
This
is
the
land
of
acronyms
you
can
see
on
here.
There's
lots
of
acronyms
associated
with
water
resources,
many
regulations
and
agencies
that
they
have
to
deal
with
so
much
of
what
they
do
is
kind
of
coordinating
those
regulatory
things
with
various
state
and
federal
and
county
and
other
agencies.
H
One
thing
that's
somewhat
unique
for
us
is
that
we
are
part
of
our
own
water
management
organization,
the
richfield
bloomington
water
management
organization,
and
so
we
operate
that
technically
as
a
separate
unit
of
government.
But
we
staff
that,
through
our
engineering
department
and
richfield's
engineering
department,.
H
H
The
design
and
construction
group
is
about
17
employees
at
a
cost
of
about
700
000
and
again
they
are
in
charge
of
of
preparing
and
delivering
a
largest
number
of
our
capital
projects
and
they
get
monies
from
those
capital
projects
from
state
aid
and
from
the
general
fund
water
resources
of
five
and
a
half
full-time
employees.
H
H
In
the
engineering
services
group,
which
is
you
know,
the
biggest
part
of
that
is
our
traffic
engineering
is
about
1.7
million
dollars
and
nine
and
a
half
employees.
We
have
a
somewhat
of
a
religion.
We
do
have
an
arrangement
with
the
south
loop
development
group,
so
they
fund
one
of
our
traffic
people
that
spend
the
vast
majority
of
their
time
doing.
Traffic
modeling
and
signal
operation
in
that
south
loop
area.
H
I
noted
that
a
large
activity
within
the
engineering
has
to
do
with
the
develop
the
delivery
of
capital,
improvement
projects
and
kind
of
the
graph
on
the
bottom
shows
the
projected
capital
projects
in
the
city,
and
that
ranges
you
know
from
about
35
million
dollars
a
year
up
to
a
high
of
about
almost
70
million
dollars.
H
Some
of
the
challenges
we
have
there's
from
for
some
time,
there's
kind
of
been
a
very
large
challenge
with
infrastructure
funding
nationwide,
and
we
struggle
with
that
as
well.
So
we're
constantly
looking
for
new
ways
to
to
find
revenue
sources
for
our
infrastructure
needs
growing,
because
that
problem
is
most
agencies
have
that
problem.
H
That
same
problem
is
happening
with
the
county
and
with
the
state,
and
we
work
very
closely
with
both
those
agencies
to
deliver
their
projects
and
we're
finding
that
in
order
to
get
them
to
invest
in
in
bloomington
we're
going,
we
typically
have
to
spend
a
little
bit
of
our
money
to
get
them
to
invest
their
money
here
and
so
we're.
It's
amazing
that
we're
finding
very
notably
we're
spending
more
and
more
of
our
resources
to
help
deliver
state
and
county
projects.
H
Because
of
kovid
we're
going
to
experience
over
the
next
two
to
three
years
about
a
15
percent
reduction.
In
that
4
million
dollar
allocation
we
get
in
state
aid
monies.
That's
the
projected
reduction
in
that
workforce,
we're
finding
that
fewer
and
fewer
people
are
are
actually
going
into
the
building
trades
or
into
to
engineering,
and
so
we're
we're
struggling
to
find
good
employees.
H
Good
young
employees
will
be
our
future.
That's
a
challenge
for
us
infrastructure
resiliency.
We
we
talk
about
climate
change
and
the
impacts
on
us.
We
are
definitely
seeing
a
change,
at
least
in
the
last
decade
of
in
and
project.
Ongoing
increases
in
stormwater
concerns
the
we're
receiving
much
much
larger
amounts
of
rainfall
and
in
much
more
intense
events,
which
has
an
impact
on
on
how
we
build
things,
and
so
that's
a
challenge
for
us
and
the
whole
again.
H
H
H
In
maintenance,
one
large
work
group
is
our
park.
Maintenance
group-
and
this
group,
as
I
noted
before,
a
large
portion
of
their
activities,
are
done
through
an
internal
service
fund
and
are
charged
to
our
parks
department
directly,
but
they
have
a
number
of
other
activities
that
they
do
that
are
not
charged
to
the
parks
department.
So
the
things
we
do
support
the
maintenance
of
our
parks,
kind
of
a
tabulation
of
of
the
kind
of
the
breadth
of
things
that
they
do
for
parks.
H
We
also
have
an
urban
forestry
group.
These
people
focus
primarily
on
disease,
trees
and
management
of
the
the
canopy
within
city
properties.
H
Another
general
fund
activity
that
happens
in
parks
is
the
the
plowing
of
our
sidewalks
and
all
our
trails,
the
median
maintenance.
These
are
any
of
the
kind
of
landscape
medians
that
we
have
around
town
and
the
mowing
of
of
right-of-way
areas
that
aren't
adjacent
to
businesses
or
to
residential
properties,
which
is
a
rather
large
activity.
H
In
maintenance
also
is
facilities.
This
is
another
one
that
we
talked
to
you
already
about
it's
an
internal
service
fund.
This
group
is
responsible
for
the
maintenance
of
our
60
city
buildings,
and
so
we
have
a
kind
of
a
wide
variety
of
people,
with
skills
of
boilers
to
electricians
to
to
plumbers,
and
they
do
they
do
all
that
work.
H
H
Street
maintenance-
this
is
primarily
a
general
fund
activity.
Pavement
preservation,
so
kind
of
typical
street
maintenance
activities
of
crack
sealing
and
seal
coating
and
pothole
filling
seal
coating
is
a
little
unique
in
bloomington
in
that
we
actually
do
the
sealcoating
ourselves.
H
Many
communities
hire
that
as
a
contract
activity
and
we've
sort
of
developed
an
expertise
in
it.
We're
rather
proud
of
it,
and
we
find
actually
that
our
product
is
better
than
we
can
get
from
from
contractors,
and
we
very
diligently
watch
the
cost
and
we
actually
do
it
for
less
cost
than
we
could
contract
it.
So
we
think
it's
a
a
good
way
to
deliver
that
service,
snow
and
ice
control.
Again
I
mentioned
we
spend
about
three
million
dollars
a
year
on
snow
and
ice
control.
H
This
is
one
of
those
activities
again
that
we're
very
proud
of
we've
consistently
received
very
high
ratings
on
our
citizen
survey
for
this
activity,
and
we
find
that
really
it
is
the
one
activity
that
we
provide.
That
impacts
everybody
in
the
community
and
I
think
we
find
that
people
are
generally
very
happy
when
we
put
a
little
extra
effort
into
it.
So
this
is
in
in
most
events,
we
we
strive
to
have
all
these
streets
and
cul-de-sacs
cleared
within
an
eight-hour
period.
H
H
H
H
H
We,
this
is
an
area
where
we
had
just
completed
a
service
study,
a
pretty
extensive
service
study
last
year
and
the
beginning
of
this
year,
which
again
looked
at
exactly
how
we
were
managing
this
op.
This
operation
made
some
suggested
changes
about
kind
of
the
routine
for
replacing
things
and
how
much
maintenance
we
were
doing
looked
at
our
staffing.
H
A
couple
of
the
kind
of
key
findings
of
that
study
were
that
staffing-wise.
We
were
probably
about
two
technicians
short
of
the
ideal
number
for
staffing,
although
we
would
note
that
the
other
piece
was
that
our
facility
is
in
very
poor
condition
and
severely
undersized
for
an
operation
of
our
size.
So
one
of
our
our
big
capital
needs
is
the
replacement
of
that
fleet
garage.
H
H
Again,
this
is
an
internal
service
fund,
so
the
costs,
the
100
percent
of
the
cost
of
operating.
These
are
charged
back
to
to
the
departments
that
have
vehicles,
and
so
we
work
very
closely
with
them
to
help
them
decide
which
vehicles
in
the
long
run
are
needed
for
their
operations,
and
then
we
charge
that
full
cost
back
to
them
over
time.
H
So
again,
89
employees
in
maintenance
swells
to
buy
probably
60
employees
in
the
summer
again.
That
number
is
pretty
much
determined
by
what
we
need
for
snow
plowing
in
the
winter
and
then
we
fill
in
those
extra
activities
with
seasonal
and
part-time
people
during
the
summer
about
35
million
budget
and
again
a
mix,
10
10
or
11
million
of
that
is
general
fund.
The
remainder
internal
service
funds
and
storm
utility.
H
Parks
and
facilities
of
39
employees
at
about
six,
just
shy
of
16
million
dollars.
The
biggest
chunk
of
that
are
are
funded
by
internal
service
funds,
would
know
it
a
small
amount
or
not
a
small
amount.
480
000
is
paid
for
out
of
the
solid
waste
utility,
and
this
is
actually
primarily
monies
that
are
used
to
pay
for
the
collection
of
garbage
in
the
city
and
also
a
small
amount
that
we
put
aside
for
storm
cleanup.
H
We
we
find
that
we'll
have
a
very,
very
large
storm
about
every
decade
in
a
smaller
storm
about
every
five
years,
and
so
we
try
to
put
aside
have
approximately
a
million
dollars
set
aside.
In
the
event,
there
is
a
large
event
and
when
our
citizens
need
us
to
help
them
collect
storm
debris
and
so
on,
I
think
we
are
due
for
a
storm
pretty
soon
almost
10
years
ago,
when
we
had.
H
H
I
mentioned
some
of
our
our
challenges
and
I
think
we
talked
to
you
about
these
challenges
when
we're
talking
about
internal
service
funds,
our
facilities
and
and
long-term
facility
funding
is
a
is
a
very
large
challenge
for
us.
H
H
People
start
calling
us
when
they
see
the
striping
they
say
well.
What
is
that?
And
we
say
well
it's
going
to
snow
tomorrow
and
they
say
no,
it's
not,
and
then
hopefully
it
doesn't,
but
it
does
usually
so
we
get
out
before
we
anticipate
snow
and
we
we
do
that.
The
benefit
of
that
is
that
in
the
end,
we
use
much
less
salt
because
we
don't
have
to
put
as
much
salt
out
to
get
a
clear
roadway
because
that's
a
very
efficient
use
of
that
salt.
H
Likewise,
for
our
facilities
every
year
we
spend
a
certain
amount
of
time
looking
at
our
energy
use
in
our
buildings
and
to
try
to
retrofit
with
new
hvac
systems
or
with
a
new
lighting
systems
that
will
will
reduce
significantly
the
amount
we
spend
on
an
energy.
So
those
are
all
part
of
our
sustainability
efforts.
H
Trails
and
sidewalks
are
are
always
it's
a
very
appreciated
service.
I
think
by
citizens.
If
you
look
at
any
of
our
citizen
surveys,
that's
an
area
where
I
think
people
are
looking
for
more
service
and
we
don't
have
we've
traditionally
not
set
aside
a
lot
of
money
to
develop
our
sidewalk
system.
We
do
put
a
portion
of
our
franchise
fee
monies
towards
that,
but
still
probably
less
than
is
needed
to
fully
satisfy
kind
of
citizens.
Requests
for
a
trail
system.
H
So
that's
an
area
of
growing
need
in
the
minnesota
river
valley
is
is
a
large
area.
We
are
spending
through
our
sustainability
efforts,
identifying
a
lot
of
needs
for
maintenance
of
those
natural
areas
down
there
to
get
rid
of
invasive
species
and
to
kind
of
keep
them
in
good
shape.
So
that's
a
growing
area
for
us
as
well.
H
H
Discussion
that
we're
having
here,
but
because
it's
such
a
large
activity,
I
think
we
should
probably
just
bump
through
it
a
little
at
least
quickly,
so
we
we
produce
and
we
distribute
municipal
water,
our
water
about
25
percent
of
our
water
comes
we
buy
wholesale
from
the
city
of
minneapolis,
and
so
that's
money
that
that
is
treated
in
minneapolis
and
softened
in
minneapolis
and
comes
primarily
from
the
mississippi
river.
So
it's
a
surface
water,
the
remainder
of
our
water,
we
produce
ourselves
at
our
treatment
plant
and
that
it
comes
from
groundwater.
H
So
we
from
a
planning
and
from
an
engineering
point
of
view,
we're
blessed
with
a
very
robust
water
supply
system.
So
if
we
have
issues
with
groundwater,
we
can
buy
more
water
from
from
minneapolis,
and
if
minneapolis
has
some
issues
with
surface
water,
we
are
are
backstopped
by
the
water
that
we
have
from
our
wells.
H
Quite
a
bit
of
hype,
the
last
few
years
about
the
quality
of
our
water,
our
the
folks
in
our
our
water
utility
take
great
pride
in
operating
our
water
plants
so
that
we
have
not
only
a
very
efficient
use
of
that
water
plant,
but
the
the
quality
come
that
comes
out
of
that
water
plant
is
quite
exceptional.
H
H
We
have
a
full
analytics
laboratory
at
our
water
plant,
which
is
something
that
most
cities
our
size
wouldn't
have
anything
close
to
and
the
reason
we
do.
That
is
because
we
operate
that
jointly
with
edina
and
with
st
louis
park,
and
we
also
operate
as
a
contract
facility
for
many
other
agencies
and
even
private
businesses
that
want
to
have
water
quality,
testing
or
other
types
of
chemical
testing.
And
so
we
do
that
at
the
tri-city
lab
it's
kind
of
something
special
about
our
water
utility.
H
We
also
collect
waste
water
in
this
area,
and
this
is
what
goes
down
your
drain
and
is
collected
in
the
sewer
in
the
street.
We
do
not
treat
that
water
that
water
is
sent
to
the
seneca
plant
down
in
egan
and
which
is
operated
by
the
metropolitan
council.
Environmental
services
of
that
budget,
about
two-thirds
of
the
of
our
budget
is
treatment,
charges
that
we
pay
to
the
vet
council
so.
H
About
53
employees
in
in
utilities
again
full-time
employees
will
hire
about
a
dozen
folks
during
the
summer,
almost
30
million
dollars
in
combined
rates
again
all
from
rates
to
to
customers
billings
to
customers,
so
our
operations
and
maintenance.
This
is
the
kind
of
our
field
crews.
These
are
the
guys
that
respond
to
water
main
breaks
or,
if
there's
a
they're,
the
ones
that
are
out
there,
jetting
and
cleaning
our
sewers
to
make
sure
that
we
minimize
backups
all
those
types
of
things.
H
That's
26
employees
costs
you
know,
roughly
half
of
that
cost
is
15.6
million
and
then
our
water
treatment
plant.
Again.
This
is
a
24
7
operation,
14
employees,
about
six
10
million
dollars.
And
again
you
can
see
that
we
have
the
water
quality
side,
which
is
that
tri-city
lab,
which
is
a
kind
of
a
special
special
thing
that
we
have
and
finally,
our
customer
service.
Folks.
This
is
the
office
staff
in
charge
of
metering,
meter,
reading
kind
of
engineering
types
of
things
around
water
systems.
H
We
have
a
a
model
of
our
entire
system
so
that
you
know
if
we
talk
about
a
large
development
in
some
part
of
the
city,
we
can
put
that
into
the
model,
decide
and
do
some
analysis
to
see.
If
we
have
adequate
capacity
or
what
types
of
improvements
we
would
have
to
make
so
that
all
occurs
within
our
administration
and
customer
service
area,
a
big
thing
in
water
and
wastewater
has
to
do
with
asset
management.
So
we
were.
We
were
much
like
our
facilities.
H
We
anticipate
that
we're
going
to
have
a
significant
need
to
do
many,
many
more
capital
programs
to
replace
that
aging
infrastructure.
H
This
was
all
predicted
through
our
asset
management
programs,
where
we
have
each
one
of
the
pipes
and
all
the
pieces
of
our
infrastructure,
cataloged
and
inspected,
and
we've
anticipated
when
we
expect
them
to
to
need
replacement
and
what
we're
f.
Well,
we
has
been
the
challenge
for
the
funding
of
both
water
and
wastewater.
Is
we've
been
trying
to
set
aside
money
in
anticipation
of
those
expenditures
that
will
start
occurring?
You
know
within
the
next
decade,
and
so
that
has
been
a
challenge
for
us
in
our
utility
funds
kind
of
concurrently.
H
H
We
rely
on
selling
water
to
to
populate
our
utility
funds,
and
we've
not
been
able
to
do
that.
So
one
growing
concern
for
us
is:
how
are
we
going
to
fund
these
asset
needs?
We
always
can
bond
for
them,
but
that
really
pushes
off
the
burden
to
a
future
generation,
and
so
we've
been
tr.
Our
initial
hope
was
that
we
could
build
large
enough
fund
reserves
that
we
could
fund
a
significant
portion
of
this
through
fund
reserves,
rather
than
bonding.
E
Carl,
the
money
that
we
spend
on
minneapolis
water
and
the
money
we
spend
on
our
own
groundwater.
Is
there
a
difference
there
dollar
for
dollar.
H
Oh
considerably
now
I
don't
know
the
exact
number,
but
we
probably
spend
we
can
produce
water
at
probably
20
percent
of
the
cost
of
of
buying
finished
water
from
minneapolis
it's
considerably
more
expensive
to
buy
minneapolis
water.
H
H
And
I
think
that's
the
biggest
benefit.
The
other
benefit
is
that,
in
order
for
us
to
be
able
to
provide
water
all
ourselves,
we
would
have
to
double
the
size
of
our
treatment
plant.
So
we
have
in
a
maximum
year.
We
would
we
would
pump
about
on
a
maximum
day.
We
would
pump
about
30
million
gallons
of
water,
our
treatment
plant.
We
can
produce
about
14
between
14
and
15
million
gallons
of
water,
so
we
use
the
minneapolis
system
to
peak
essentially,
so
we
have.
E
A
second,
a
second
quick
question:
if
I
could
the
park
district
or
the
minnesota
river
valley
is
having
extensive
work
done
on
its
trail
system,
we
involved
with
that.
H
At
all,
so
again
the
the
kind
of
the
planning
for
that
would
have
sort
of
originated
in
our
engineering
division.
Yes,
so
we
were
very
involved
in
that.
So
that
is
a
project
that
is
being
constructed
by
the
dnr
and
was
the
result
of
funding
that
came
from
primarily
from
the
state
through
a
bonding
bill
passed.
So
that
will
be
the
those
river
trails
will
be
constructed
and
operated
and
owned
by
the
dnr.
C
Thank
you,
please
josh,
why
don't
you
go
ahead?
You're
at
the
end,
there.
D
Mr
chair
carl,
thank
you
just
a
few
things.
First
of
all,
kudos
to
you
and
your
team
on
just
a
job
well
done
as
a
tax
paying
resident
here
and
everything
from
the
curbside
cleanup
to
the
snow
removal.
I
hear
a
lot
of
positive
things
about
that,
and
so
I
really
appreciate
it
just
a
couple
of
comments
or
thoughts.
D
The
bikeways
and
bike
trails
in
bloomington
could
be
expanded
as
we
have
to
make
tough
decisions
about.
Where
do
you
cut
and
where
to
invest?
What
what's
the
thinking
in
terms
of
long
range?
How
we
could
build
that
out
to
promote
you,
know
wellness
and
alternative
sustainable
transportation
options
for
for
residents.
H
So
there,
a
number
of
years
ago,
there
was
a
committee
put
together
that
developed
our
alternative
transportation
plan,
which
is
essentially
our
bike
plan
that
outlined
a
system
that
would
provide
not
the
ultimate
but
pretty
adequate
services
for
trails
and
for
sidewalks
etc
across
the
city
and
that
had
a
very
large
price
tag
associated
with
it.
H
So
I
think
it's
fair
to
say
that
we
have
not
identified
or
set
aside
funds
to
fully
implement
that
system
gotcha.
That
system
was
currently
being
re
revisited
as
part
of
the
parks
master
plan,
and
I
expect
it'll
be
some
revisions,
but
it'll
be
somewhat
similar
to
what's
in
the
alternative
transportation
plan.
H
A
couple
of
years
ago,
the
city
council
did
take
a
step
forward
in
that
we
started
a
franchise
fee,
which
again
is
another
utility
fee.
That
is,
is
added
to
customers,
electric
and
and
gas
bills.
That
comes
to
the
city,
and
we
use
that
to
fund
the
capital
program,
a
large
portion
of
the
capital
program
for
our
trails,
but
our
trail
program
has
been
primarily
on
trails
like
the
one
completed
on
france
avenue,
which
is
really
rebuilding
an
existing
trail.
H
D
Great.
Thank
you.
Second
question
is
outdoor
ice
rinks.
I
think
we
may
have
talked
about
this
last
time
or
just
as
an
observer
with
the
changing
weather
patterns.
I
just
have
observed
less
and
less
use
of
the
outdoor
rinks
and
I've
been
told
by
some.
It's
not
cheap,
and
so
again
this
committee
has
to
make
tough
decisions
and
recommendations.
Do
you
we
have
any
data
on
you
kind
of
the
use
of
the
outdoor
rinks
and
how
much
it
costs
to
maintain
them.
H
H
Maybe
it'll
help
me
that,
and
if
we
don't
have
it
immediately,
we
can
get
you
that
number.
So
we
certainly
know
how
much
they
cost
to
maintain,
and
we
have
observed
too
that
many
of
them
some
are
used
very
heavily
and
some
are
not
used
hardly
at
all,
and
I
I
know
that
this
is
one
of
the
items
that,
as
part
of
the
park's
master
plan
and
with
our
ongoing
work
with
our
parks
department,
they
are
looking
at
this
as
an
area
that
may
be
one
that
needs
adjustment.
Okay,.
D
Great
and
then
again
tough
decisions
that
this
committee
has
to
to
work
on,
and
I
just
I
couched
this
how
I
started,
which
is
kudos
to
you
and
your
team.
Where
do
we
save
money
in
your
budget?
Are
there
places
some
of
the
buildings
that
we
just
can't
afford?
Are
there
are
there?
Are
there
some
tough
decisions
that
you
want
to
tee
up
for
this
group?
If,
if
you
don't,
if
you
can't
share
them
tonight,
can
we
can
you
share
your
best
thinking?
D
Because
I
I
share
your
concern
about
the
aging
infrastructure.
It's
not
only
an
issue
for
bloomington,
it's
for
the
whole
country,
where
that's
an
issue,
but
you
know
of
all
things.
Water
is
absolute
essential,
so
we've
got
to
get
that
right
but
like
how
do
we
save
money?
If
we
get
to
a
place,
we
have
to
make
some
tough
recommendations
in
your
view.
Well,.
H
H
Some
of
our
trails
like
in
our
ice
rinks
are
well
used
and
some
are
not,
and
maybe
we
make
some
decisions
about
not
doing
those
lower
tier
trails.
That
might
be
again
that's
not
a
major
savings,
but
we
could
save.
You
know
some
money
there.
Other
areas,
there's
always
a
question
of.
Do
you
want
to
cut
back
on
how
much
we
we
plow?
H
We,
we
probably
aren't
going
to
be
proposing
that,
because
we
think
that
that's
a
actually
for
the
amount
of
of
benefit
that
everybody
in
the
community
recognizes.
It's
actually
not
all
that
expensive.
If
you're,
to
look
at
the
cost
of
that
activity
per
year
for
for
a
typical
homeowner
it
it
actually
costs
about
the
same
as
having
someone
come
out
and
plow
your
driveway
for
you
once
so.
It's
it's
a
very
cost,
effective
kind
of
kind
of
service.
H
H
One
thing
that
we
did
this
year
is
that
we
cut
way
back
on
our
our
right-of-way
maintenance
and
the
maintenance
and
and
mowing
that
we
do
in
our
parks-
and
we
expected
frankly
a
huge
blowback
on
that,
because
usually
people
are
very
anxious
about
us,
not
getting
the
grass
mode
properly,
and
I
think
people
have
been
pretty
forgiving
about
that
this
year.
We
cut
back
on
that
and-
and
I've
been
somewhat
amazed
at
the
the
lack
of
of
negative
feedback
we've
received
there,
so
I
think
it'll
probably
be
our.
H
Our
suggestions
will
be
in
areas
like
that
that
are
probably
not
essential
if
you
will
but
are
kind
of
more
aesthetic
types
of
activities.
H
Disciplined
approach
of
going
through
our
infrastructure
and
maintaining
it
but
and
again
that's
kind
of
a
question
for
how
long.
So
I
think
you
can
do
those
things
if
you
were
to
push
a
few
things
off
for
a
year
or
two
we're,
probably
not
all
that
bad
off
as
long
as
we're
committed
to
getting
back
on
track.
So
I
think
that,
probably
though
you
might
see
a
couple
of
those
types
of
activities
in
our
suggestions
as
well,
okay,.
F
Thank
you,
mr
chair
carl,
very
good
presentation,
the
water,
the
quality
of
the
water,
my
son,
who
has
traveled
all
over
the
world,
continually
raves
about
the
quality
of
our
drinking
water.
He
actually
will
stop
by
our
house
on
numerous
occasions
just
to
fill
up
that
fine
bloomington
water.
F
But
mr
chair,
please
indulge
me.
I
do
have
some
questions
and
some
comments.
Carl
you
mentioned
under
the
capital
improvements
projects
on
your
slide
regarding
project
funding,
and
you
stated
the
county
and
state
expectation
of
local
participation.
F
H
I
would
I
would
say
that,
unlike
a
county
project
on
a
typical
county
project
in
many
years
past,
the
city
would
pay
about
10
to
20
percent
of
of
a
county
project.
H
So,
for
instance,
you
know
recently
we
reconstructed
the
169
interchange.
That
was
a
very
large
project.
That
was
a
project
that
the
city
had
been
pushing
for
for
decades
and
we
spent
a
great
deal
of
money
advocating
for
that
project
and
trying
to
get
it
moving
forward,
helped
helped
with
trying
to
negotiate
an
arrangement
between
the
state
and
met
council
and
other
funding
partners
to
get
money
to
do
that,
and
even
at
that,
I
think
we
ended
up
spending
about
four
million
dollars
for
kind
of
associated
costs.
With
that
project.
F
I
do
want
to
applaud
you
too,
because
I
believe
there
was
another
project
that
the
city
worked
on
over
on
34th
avenue
and
off
494
and
changing
that
which
was
a
significant
cost
savings.
I
believe
so.
H
That
was
a
kind
of
an
interchange
improvement
that
again,
the
city
was
was
the
front
of
that
project
and
we
came
up
with
a
diverging
diamond.
It's
a
kind
of
a
fancy,
little
interchange
that
that
works
quite
well
and
was
rather
inexpensive
and
we've
chased
the
funds
for
that
and
actually
funded
all
of
that,
so
that
was
funded
primarily
with
our
self-loop
dollars.
F
Getting
back
to
the
participation,
the
the
forty
to
fifty
percent
on
the
city's
dime
is
there
any
way
that
that
can
be
re
revisited
with
the
county
to
change
that
proportion?
I
know
we're
dealing
with
that
in
dakota,
county
and
dakota
county
is
now
willing
to
revisit
that
percent.
F
It's
kind
of
similar
and
now
they're,
looking
at
peeling
back
and
part
of
that
is
because
of
the
ctib
sales
tax
that
they
can
use
for
these
county
roads,
and
so
there's
a
little
opportunity
there
for
additional
money.
So
the
city
doesn't
have
to
bear
that
expense.
H
But
the
the
trouble
is
that
the
county
is
struggling
to
find
funding
for
these
projects
as
well,
and
so
we
usually
end
up
being
an
advocate
for
the
projects
and
we
chase
federal
funds
for
the
projects
and
we
try
to
get
these
projects
together,
and
so
in
order
for
them
to
be
invest
to
get
the
county
to
invest
in
them.
We
find
that
our
proportion
of
the
cost
goes
up.
H
C
H
F
Maybe
they
should
mr
chair
one
more
question
or
actually
two
more
questions
when
it
gets
to
the
city
services,
maintaining
the
streets,
I'm
thinking
of
lindale
avenue,
I'm
thinking
over
at
normandale
lakes,
we've
developed
these
districts.
F
Has
the
city
thought
about
going
and
implementing
a
special
services
district
to
again
take
the
burden
off
our
taxpayers.
H
Yes,
and-
and
I
would
note
that
there
are
some
complications
with
those,
so
a
special
services
district
is-
is
a
methodology
where
businesses
can
ask
the
city
to
set
up
an
area
where
they
get
a
higher
level
of
service
and
those
businesses,
then,
in
a
sense,
drive
that
that
process,
the
the
bad
part
about
it
or
the
part,
that's
kind
of
challenging
from
the
city's
point
of
view-
is
that
it's
rather
easy
to
set
them
up.
The
businesses
can
petition
and
we
can
set
it
up.
H
It's
very
easy
to
get
rid
of
them
as
well.
So
when
the
businesses
don't
want
to
pay,
they
can
back
out,
and
if
the
city
has
invested
a
fairly
significant
amount
of
money
in
them,
then
they
have
to
find
a
separate
way
to
pay
for
those.
So
and
I'm
speaking,
we
had
a
special
services
district
in
exactly
the
the
where
you
mentioned
the
98th
and
lindale
area
that
one
was
abandoned,
probably
about
five
years
ago
or
six
years
ago,
at
the
request
of
the
of
the
businesses
adjoining,
they
were
no
longer
supported.
H
Doing
that
many
of
ours
are
our
areas.
So
streetscape
areas
is
what
we
call
them
like
the
normandale
lakes
area,
the
minority
of
those
are
paid
for
and
through
our
abatement
district
in
normandale
lakes.
So
so
there's
outside
monies
there
and
then
in
the
the
largest
proportion
of
them
are
in
and
around
the
south
loop
area
and
those
are
almost
entirely
paid
for
by
our
south
loop
development
funds.
F
Okay,
thank
you
and
one
final
comment,
mr
chair
and
my
fellows
this
internal
services
fund.
F
Every
presentation
that
I
hear
from
the
various
departments
has
a
various
component
of
chargebacks
to
various
city
departments
or,
and
I'm
I'm
finding
this
first
of
all,
I'm
trying
to
wrap
my
head
around
it
because
part
of
it.
I
see
it
as
just
an
accounting
mechanism
of
moving
the
dollars,
but
are
they
actual
dollars?
F
F
I
mean
what
is
it
I'm
having
a
hard
time
articulating,
but
I'm
just
I
continually
see
this
and
I
see
these
large
numbers
and
I'm
just
struggling
to
understand
what
does
that
really
mean
and
is
there
something
we
can
do
within
these?
This
internal
services
fund,
I
mean
to
me,
is
there?
Is
there
money
we
could
use
to
shift
to
maybe
help
with
some
of
the
the
hard
decisions
we're
going
to
have
to
make?
I
don't
know.
B
Chair
peterson
and
committee
members
maureen,
I
can
answer
that
question
somewhat
about
the
internal
service
funds.
So
there's
more
than
one,
and
that
was
a
few
weeks
back
when
we
went
through
the
self-insurance
fund
and
the
it
fund
and
the
facilities
fund.
The
fleet
fund,
the
crew
benefits
fund,
so
there's
around
seven
or
eight
different
internal
service
funds,
and
they
they
are
actual
expenditures
for
salaries
and
benefits
and
material
supplies.
B
And
then
those
expenditures
are
so
those
are
actually
going
out
of
the
city
and
then
the
revenue
to
pay
for
the
to
pay
for
those
are
charged
out
to
the
other
funds
right,
so
they're,
charged
out
to
the
general
fund,
predominantly
about
80
percent.
B
So
then
it's
a
way
of
allocating
the
cost
of
those
things
so
those
different
like
for
the
police
department,
the
true
cost
of
the
police
department,
is
reflected
in
that
it
has
the
I.t
charges
and
the
fleet
charge,
and
things
like
that.
If
you
recall
some
of
those
funds
they
when
we
went
through
them,
they
have
long
term
models
and
we
talked
about
the
fund
ballot
or
the
working
capital
balance
in
those
funds.
B
So
what
we
did
for
the
21
budget
requests
and
22
budget
requests
is
we
held
the
the
charges
flat
to
to
the
different
funds
that
are
charged
out
so
in
typical
years?
We
are
those
charges
do
increase
as
costs
increase
in
the
internal
service
funds,
but
for
the
most
part
we
try
to
kind
of
hold
those
flat
and
we've
used
those
in
past
recessions
to
hold
things
flat
or
use
some
of
the
fund
balance
and
in
for
2020
the
budget
shortfall
that
we're
looking
at.
B
B
So
if
we're
not,
if
we
do
use
some
of
that
fund
balance
to
help
in
the
reserve,
we
will
have
issues
later
being
able
to
fund
those
things,
and
we
did
do
that.
We
used
those
methods
back
in
the
2008
recession
and
I
think
carl
brings
us
up
off
and
we're.
We
have
to
be
careful
about
eating
our
seed
corn.
C
B
That
it's
hard
to
bring
them
back
up
to
the
levels
where
they
were
and
we
so
that's
some
of
the
issues
with
that.
But
we
could
put
some
more
information
out
just
to
kind
of
look
at
those
again
and
what
those
different
funds
are
and
and
the
expenses
okay.
G
D
G
Has
figured
out
how
to
get
the
interesting
stuff
in
this
city?
I
would
agree
with
that
good
for
you,
I
I
was
looking
at
at
the
sort
of
the
overview
and
how
many
different
fees
in
different
revenue
sources
you
have
and-
and
I
heard
you
say
that
the
the
part
that
comes
from
the
state,
the
state
allocation-
might
be
four
million
dollars
or
so
less
next
year.
That's
kind
of
an
anticipation
you're
having
I.
G
So
well
so
it's
less
next
year
15
and
that
triggered
in
my
mind.
I
wonder
what
your
thoughts
are
about
in
in
these
economic
conditions
and
what
you're
looking
forward?
How
much
pressure
do
you
suppose
you're
going
to
see
from
those
various
other
revenue
sources
that
are
fees
for
arguably
services
or
something
delivered,
but
you
have
like
six
or
seven
of
them?
Are
you
anticipating
serious
pressure
on
those
fees
coming
in
and
where's
where's
it
going
to
give
if,
if
those
things
co
in
your
mind,
if
those,
if
those
revenues
come
in
short.
H
We
do
anticip
well
in
in
some
we
would
anticipate
some
reductions
so
like
in
our
utilities,
fees
we've
had
long
discussions
about
what
we
would
anticipate
for
water
use
because
of
changes
in
covid
and
those
types
of
things.
So
obviously
one
of
our
our
largest
user
is
the
mall
of
america
and
then
our
second
largest
user
group
is
our
hospitality
industry
and
so
obviously
we're
selling
less
water
to
them.
So
in
our
modeling,
we've
tried
to
estimate
what
we
think
might
be
a
reduction
in
water
use
from
those.
H
In
addition,
I
think
we've
tried
to
model
or
tried
to
guess:
is
everybody
going
to
pay
their
bill
and
are
we
going
to
see
a
reduction
in
the
actual
amounts
of
payments
of
bills,
and
so
there
is
a
slight
reduction
in
our
revenue
to
try
to
anticipate
that
as
well.
So
those
are
areas
where
we
would
see
a
reduction
in
some
of
our
capital
programs,
I'm
somewhat
optimistic
or
hopeful
that
we
might
actually
see
some
stimulus
monies
come
available
from
the
from
the
feds.
Particularly
these
have
been
a
lot
of
talk
about.
H
It
hasn't
happened
yet,
but
those
might
be
opportunities
to
actually
move
a
few
of
our
our
larger
capital
projects,
like
our
494
project,
is
a
again
it's
a
state
project,
but
we're
very
much
involved
in
trying
to
make
sure
that
that
that
it
proceeds
actually
come
to
fruition.
So
there
might
be
some
silver
lining
to
some
of
this
colvid
stuff.
G
Yeah,
so
how
about
the
flip
side
of
that?
Let's
say
that
you
know
the
levy
decisions,
put
serious
pressure
on
the
amount
of
general
fund
revenue,
that's
available
and
a
bunch
of
your
department.
It
looked
to
me
like
was
also
you
know,
funded
by
either
internal
services
fund
or
general
fund
money.
G
H
Absolutely
does
and,
and
usually
that's
a
fight
that
I
have
with
the
city
manager
about
what
we're
going
to
do
for
setting
setting
utility
rates.
H
We
had
such
a
it's,
not
a
fight,
but
we
had
such
a
discussion,
probably
within
the
last
week
where
we
were
looking
at
what
we
would
feel
from
a
long-term
position
would
put
our
water
and
sewer
funds
in
in
good
shape,
and
so
what
we
do
is
we
say
well
next
year
we're
going
to
have
a
next
percent
increase
and
we
have
that
figured
out
and
jamie
says
to
me.
H
Well,
that's
going
to
be
hard
to
get
what
happens
if
we
put
that
to
a
zero
percent,
and
so
there's
this
back
and
forth
discussion
about
how
what
kinds
of
things
can
we
push
off
capital
wise
or
where
can
we
cut
in
our
budgets
to
make
sure
that
we
can
present
a
a
rate
increase
that
will
be
palatable?
H
So,
yes,
that
very
much
figures
into
our
planning
at
some
point,
we
we
need
to
make
sure
that
we
have
adequate
revenue
to
take
care
of
those
things
again
in
the
most
efficient
way
at
the
at
the
most
efficient
time.
This
whole
idea
of
asset
management,
so
I
think
with
I
feel
my
obligation
is
to
make
sure
that
we
present
scenarios
that
still
keep
our
our
assets
at
a
high
level
of
of
quality
and
that
we
are
able
to
to
do
that
at
the
the
least
long
term
cost
or
ongoing
cost.
H
Absolutely
true,
okay
and
you
know,
and
again,
in
our
conversations
traditionally,
we've
always
been
somewhat
proud
of
the
fact
that
most
of
our
capital
projects
within
our
utilities
were
pay
as
you
go
yeah
and
that
we've
not
bonded,
but
for
a
million
and
a
half
project.
A
couple
years
ago
we
haven't
bought
anything
in
those
funds
and
because
of
the
historically
low
rates,
and
also
the
pinches
on
our
on
our
rate
increases.
That's
a
tool
that
we're
looking
at
more
and
more
at
using.
G
I
mean
it
seems,
like
maybe,
we've
hit
that
point
where
maybe
that's
a
riper
question
than
it
historically
it
had
been.
I
don't
know
just
one
last
one.
I
was
just
thinking
about
the
micro
parts
of
your
presentation
and
the
the
waste
hauling
piece
and
administration,
and
it
looks
remarkably
lean.
So
do
you
really
just
have
one
employee
in
that
group
or
who
answers
the
phone
when
people
say
my
garbage
didn't
get
picked
up.
H
You
have
one
employee
and
we
have
a
couple
partial
employees
in
finance
that
do
the
actual
billing.
So.
C
Okay,
thank
you
anything
else,
I'm
watching
the
clock
and
I'm
trying
to
think.
If
I
can
keep
my
commitment,
mr
man,
I've
got
something
I
wanted
to
share
at
the
end,
but
mr
manager
is
the
thing
we
should
be
talking
about
before
we
move
towards
the
door.
E
Mr
co-chair
and
committee
members,
this
is
the
only
discussion
item
on
the
agenda,
so
I
want
to
make
sure
that
we
have
an
opportunity
to
answer
all
your
questions,
recognizing
that
as
we
set
up
with
the
other
departments,
this
is
the
first
of
a
couple
conversations
I
mean
this
is
this
is
the
session
where
we
want
to
inform
and
and
provide
awareness
for
the
operations
of
the
department,
give
you
an
opportunity
to
ask
questions
specific
to
those
operations
and
then,
as
you've,
teed
up
we'll
come
back
with
some
recommendations
in
a
few
weeks
and
then
I'm
sure
you'll
have
many
more
questions
talking
about
implications
and
impacts
at
that
point,
but
directly
to
your
question,
mr
chair,
this
is
the
only
item
to
discuss.
C
Okay,
I
was
reminded,
as
carl
was
talking.
I
had
been
on
the
city
council
for
like
13
years,
and
I
was
elected
mayor
and
in
that
first
year,
that
I
was
kind
of
getting
my
sea
legs
on
what
it
meant
to
be
mayor.
C
C
On
the
fourth
day
at
our
home.
In
our
primary
bathroom,
we
have
a
there's.
A
two-room
thing
in
the
middle
room
is
a
makeup
area
where
pat
does
makeup
and
some
closet
and
then
beyond.
That's
the
tub
in
the
shower.
In
the
back
room,
we
had
a
chance
to
go
out.
We
had
small
group
that
night
and
we
were
going
to
get
out
for
the
first
time
in
four
days.
I'm
just
getting
out
of
the
shower.
There's
a
knock
on
the
door.
C
C
I
put
the
phone
down,
I'm
walking
back
pat's
at
the
makeup,
mirror
and
she's
looking
in
the
mirror,
and
she
says
it
seems
to
me
after
all
these
years
you
could
probably
handle
it
a
little
better
than
that
and
I
looked
in
the
mirror
and
I
cinched
up
my
towel
and
said
it
seems
to
me
that
after
23
years,
you'd
learn
to
mind
your
own
business
and
off.
We
went
that
night.
We
didn't
talk
again
for
two
days.
I
don't
think,
but
that
was
the
massive
storm
that
you
talk
about.
E
So,
mr
chair,
if
I
can
share
a
storm-related
story,
I
do
want
to
provide
kudos.
E
I
mean
you've,
given
carl
a
fair
amount
of
acknowledgement
and
and
his
team
to
his
lifelines
who
were
on
the
phone,
but
you
know
the
the
service
they
do
in
the
winter,
for
snow
removal
and
keeping
our
streets
safe
and
clear
is
among
the
best
of
any
cities
right,
and
I
I
don't
say
that,
because
I
have
the
privilege
of
running
this
town,
I
say
that
because
it's
you
know,
we've
got
evidence
to
that
part
of
that
is
you
know
and
part
of
the
story,
the
funny
story.
E
You
know
you
might
remember
a
couple
years
ago
when
we
had
the
14-inch
snowstorm
in
april,
and
I
had
I
don't
get
many
complaints
about
snow
removal
here
and
I
had
a
gentleman
who
was
incensed
that
it
was
about
four
o'clock
in
the
afternoon
before
his
street
was
cleared,
and
normally
it's
six
or
seven
in
the
morning.
Right
and
my
response
to
him
was
look.
The
airport
was
closed
for
four
hours
because
of
snow.
E
E
Our
operational
standards
are,
I
think,
you
might
say
a
little
bit
more
flexible
in
that
we
trust
the
profession,
the
professionalism
of
our
maintenance
staff
to
identify
when
the
best
time
is
to
get
out
and
treat
and
then
to
do
call
outs,
because
for
both
the
short-term
safety
and
the
long-term
condition
of
the
streets,
not
allowing
that
snow
to
get
packed
and
then
get
it's
hard
to
get
up
at
that
point
it
creates
unsafe
conditions
and
it's
bad
for
the
long-term
condition
of
the
streets.
E
So
that's
a
decision
we've
made
here
that
has
financial
implications.
Those
are
the
kind
of
service
level
conversations
we're
going
to
have.
If,
if
we're
looking
at
reductions,
you
know
one
of
the
places
you
might
look
is
to
say:
snow
removal
begins
when
we
have
two
or
three
inches
right
and
other
than
that.
We're
not
going
to
do
call
outs
because
callouts
in
involve
comp
time
they
involve
overtime
right.
So
those
are
the
kind
of
choices
we'll
be
talking
about
and
I
haven't
seen
his
recommendations.
E
Myself
and
the
other
co-chair
met
with
emily
taplin
and
did
our
video,
oh
and
that'll,
be
coming
out.
I
think
september
8th
soon,
I'm
not
sure
the
exact
date
right.
B
E
B
And
I
can
add
one
more
thing
is
the
let's
talk,
bloomington
digital
engagement
website
just
went
live
today,
and
so
there
is
a
the
only
project.
That's
on
that
web
page
right
now
is
the
community
budget
advisory
committee
to
get
there's
a
budget
survey
and
there's
places
where
you
can
put
in
comments.
B
So
we
will
send
that
inform
we'll,
send
that
link
out
to
all
of
you,
so
you
can
send
that
out
to
your
networks
as
well
and
we'll
be
promoting
that
on
facebook
and
our
different
communication
channels.
So
I
just
want
to
let
you
know
that
that
happened
today.