►
Description
Bloomington Community Budget Advisory Committee Meeting
A
B
A
A
D
C
A
With
all
this
favor,
the
agenda
is
approved.
With
that,
do
you
think
we
need
the
roll
call,
or
do
you
think
that's
enough
for
the
for
the
roll
call?
Okay,
okay,
we
don't
have
any
minutes,
because
it's
the
first
meeting
of
the
exhibition
so
we'll
go
to
item
number
4,
which
is
organizational
business
and
we'll
have
some
introductions.
I.
Think
we're
gonna
call
on
the
mayor
to
start
on
man.
Mr.
mayor
good.
E
You
first
of
all,
I
want
to
offer
just
a
very
sincere
thank
you
to
each
and
every
one
of
these
agreeing
to
be
part
of
this
community
budget.
Advisory
Committee
I
really
do
deeply
appreciate
that
you're,
giving
of
your
time
that
you're
willing
to
share
your
expertise
and
be
part
of
a
process
that
we
haven't
tried
before
that
I
will
admit,
will
be
challenged
and
that
is
going
to
require
some
uncomfortable
decisions
and
discussions,
and
so
I
truly
and
really
do
appreciate
you.
Thank
you.
E
I
especially
want
to
thank
our
co-chairs
for
taking
on
the
responsibilities
to
leave
this
group.
Your
experience
and
your
thoughtfulness
and
your
obvious
commitment
to
this
community
gives
me
great
confidence
in
group
and
that
it
will
ultimately
be
successful.
I
promise
I
will
resist
the
urge
to
call
you,
the
Peterson
brothers,
because
I'm
sure,
as
I'm
as
soon
as
I,
make
that
joke
social
medias
gonna
light
up
with
accusations
of
impropriety
of
some
kind,
so
I
will
not
do
that
in
any
way.
I
will
not
make
that
joke.
E
I
also
want
to
thank
the
other
members
of
the
committee.
I
can't
tell
you
how
impressed
I
was
with
every
member
of
the
committee
that
I
talked
to
just
how
quickly
and
enthusiastically
you
all
agreed
to
serve
on
this
budget
committee.
I
know
full
well
that
you
have
family
responsibilities.
You've
got
professional
duties.
Other
volunteer,
volunteer
efforts
in
this
community
and
beyond.
In
short,
you've
all
got
a
life
and
I
appreciate
that
you
didn't
hesitate
when
I
asked
you
to
serve
your
community
I.
E
Guess
it's
true
that
volunteers,
don't
necessarily
have
the
time
they
just
had.
The
heart
and
I
really
do
appreciate
it.
Thank
you
all
very
much
and
finally,
I
want
to
thank
Bloomington
City
staff,
as
if
you
didn't
have
enough
going
on
right
now,
thanks
for
stepping
up
and
putting
a
structure
in
place,
that
I
think
will
be
very
useful
and
will
be
a
great
template
for
the
city
going
forward.
So
thank
you
to
Carrie,
Carlson,
Carrie
I
know
you're
there.
E
Thank
you
to
Chris,
Wilson
and
Jamie
Verbruggen
for
the
work
that
you
are
putting
into
this
I
want
to
give
credit
where
credit
is
due
and
acknowledge
that
Steve
Peterson
was
the
person
who
came
forward
and
offered
the
sixth
suggestion
of
forming
a
community
budget
Advisory
Committee
there
was
the
more
we
discussed
the
idea,
the
more
it
became
obvious
that
we
needed
a
good
number
of
voices
at
the
table
and
in
the
group,
but
we
also
needed
the
right
voices
in
the
group
like
everything.
Choosing
the
right
people
for
this
job
was
absolutely
critical.
E
I
originally
said
that
I
was
looking
for
people
with
municipal
experience
and
or
had
a
solid
understanding
of
Bloomington
city
government
using
a
search
engine
analogy
that
broad
search
led
to
quite
a
few
results.
So
working
with
Jamie,
we
tried
to
refine
that
surface
search
a
bit
and
come
up
with
the
traits
that
we
wanted
to
see
in
committee
members.
You
all
are
the
result
of
that
refinement.
Each
of
you
represents
an
important
sector
organization
or
a
group.
E
You
all
had
the
skills
to
carry
out
this
important
committee
charge
you're
all
knowledgeable
about
the
community
and
you
bring
a
broad
community
perspective
versus
a
special
interest.
Each
of
you
is
a
tune,
player
and
you're
all
willing
and
able
to
commit
time,
energy
and
effort
to
the
committee
and
to
actively
contribute.
So
what
exactly
are
you
gonna
be
doing?
As
you
know,
the
city
of
Bloomington
is
facing
a
multi-million
dollar
budget
shortfall
in
2000,
our
2021
budget,
as
a
result
of
the
kovat
19
pandemic
and
its
impact
on
the
local
hospitality
and
retail
industries.
E
E
You
participate
in
collaborative
discussions
about
program
costs,
participation
and
value,
will
seek
out
and
receive
and
incorporate
community
input.
You'll
provide
input
on
various
budget
options,
while
also
providing
a
community
perspective
on
the
overall
impacts
of
any
budget
options.
You'll
reach
consensus
on
short
and
long
term
financial
recommendations,
while
considering
the
consequences
of
those
recommendations,
I
hope,
you'll,
contribute
to
and
support
a
transparent
and
collaborative
budgeting
process
and,
ultimately
present
a
series
of
recommendations
to
the
City
Council
for
consideration.
I
strongly
encourage
each
of
you
to
be
in
the
moment
and
present
at
each
meeting.
E
I
encourage
you
to
do
your
homework.
I
want
you
to
work
toward
consensus,
knowing
that
many
items
you
will
be
discussing
won't
be
addressed
easily
I
want
you
to
participate
as
an
informed
and
positive
ambassador
of
the
community
and
more
than
anything,
please
please,
please
ask
questions
and
provide
your
valuable
input.
E
Your
work
here
feels
different
different,
but
not
daunting,
not
at
all
overwhelming
I
have
complete
trust
in
all
of
you
that
you
will
take
on
this
responsibility
with
integrity,
with
sound
judgment
with
the
necessary
empathy.
I
look
forward
to
working
with
you
and
I
look
forward
to
where
you
leave
this
discussion
to
leave
the
city
of
Bloomington
once
again.
Thank
you
all
very
much
for
being
part
of
this
very
important
process.
Thanks
Thank.
A
You,
mr.
mayor
a
moment,
I'm
going
to
call
on
the
city
manager,
Jamie,
Ferb
roogie,
but
prior
to
that
I'm
gonna,
ask
Chris
Wilson
to
talk
a
little
bit
about
the
protocol
for
being
called
on
the
meeting.
So
Chris.
Can
you
walk
people
through
the
hand-raising
feature
and
how
we're
gonna
manage
that?
Certainly.
C
Mr.
co-chair,
there
are
two
features
of
WebEx
that
we
want
to
make
sure
everyone
is
familiar
with,
especially
those
of
you
participating
at
a
distance
tonight.
One
is
how
to
raise
your
hand
in
WebEx.
So
if
you
aren't
familiar
with
the
application,
if
you
hover
your
mouse
near
the
bottom
center
of
your
screen,
you
should
get
approximately
seven
or
eight
buttons
or
icons
that
appear
when
your
mouse
hovers
down
there
and
near
the
middle
of
that
is
one
that
look
like
the
outline
of
a
person's
head
and
shoulders
with
three
little
lines
on
the
shoulder.
C
If
you
click
on
that
icon
or
that
button,
a
pant,
a
white
panel
should
come
up
on
the
right
side
of
your
screen,
listing
the
various
participants
in
this
meeting.
So
can
I
get
a
nod
or
a
thumbs-up.
If
folks
are
able
to
see
that
all
right
great,
then
in
the
very
bottom
right
hand,
corner
of
that
white
panel
you'll
see
a
little
icon.
That
looks
like
a
hand,
and
so
you
click
on
that
hand.
C
There
we
go,
got
it
okay,
great,
so
everybody's
got
it
up,
that's
how
you'd
raise
your
hand
and
then
you
are
responsible
for
putting
your
own
hand
down.
I
can't
do
that
for
you,
so
you
just
click.
It
again
and
everybody's
hand
has
gone
down.
So
please
do
your
best
to
make
sure
to
take
your
hand
down
after
you've
had
a
chance
to
make
your
comment
that
way.
If
you
want
to
make
a
future
question
or
comment,
we
know
that
you
have
a
new
question
or
comment
coming.
C
The
other
thing
I
would
note,
for
you
is
that
you
have
the
ability
to
mute
and
unmute
yourself
as
panelists
in
this
meeting,
but
I
can
also
do
that
for
you.
So
if
I
see
your
lips
moving
and
we're
not
hearing
you
I
will
jump
in
and
unmute
you
or
if
we
are
getting
a
little
bit
of
feedback
or
static
off
of
your
microphone,
I'm
a
mute
you
while
someone
else
is
talking.
So
that's
all
I
have
mr.
chair.
Unless
anybody
has
any
questions
about
the
technology
that
we
are
using
tonight,.
A
Thank
you
so
next
up
before
I
call
on
the
city
manager
to
come
up,
we'll
do
a
round
of
self
introductions
for
folks,
so
that
people
can
just
talk
a
little
bit
about
their
background
on
the
outside
of
the
committee.
I'll
start
out
and
then
I'm
going
to
be
calling
on
co-chair
Peterson
and
then
I'll
be
calling
on
the
other
folks
in
alphabetical
order.
So
again
my
name
is
Steve.
A
Peterson
and
I
was
on
the
Planning
Commission
from
in
Bloomington
from
1996
until
2000
in
2000,
I
was
elected
to
the
City
Council
I
served
on
the
City
Council
from
the
beginning
of
2000
until
the
end
of
2013,
since
2013
I've
been
on
the
board
of
the
Port
Authority,
which
is
my
principal
kind
of
volunteer
role
at
the
city
in
the
business
world,
I
work
for
Microsoft,
Corporation
I'm,
a
software
engineer,
and
my
focus
is
on
digital
video
web
streaming.
Technologies
with
that
I
will
hand
it
off
to
co-chair
Peterson
for
an
introduction.
I'm.
B
Neil
Peterson,
we
moved
to
the
wilds
of
West
Bloomington
in
1971,
with
three
little
girls
and
a
pony
and
two
ducks
from
and
lived
there
for
a
number
of
years
in
his
prestigious
West
Bloomington
started
to
invade
my
scenic
easement
I
got
involved
in
politics
and
ended
up
being
elected
to
the
City
Council
I
served
Bloomington
for
well
over
25
years.
Many
years
on,
the
City
Council
I
was
mayor
for
a
number
of
years.
F
F
Affairs
Bloomington
for
about
two
and
a
half
years
now,
I
believe
and
last
year,
I
participated
in
the
leadership
program,
so
I
feel
like
that's.
Maybe
how
I
came
to
be
recommended
to
be
a
part
of
this
committee.
I
currently
work
at
the
Metropolitan
Council,
as
an
internal
auditor.
I
bet
the
council
for
about
six
years.
G
You
Steve,
like
you
and
Neil
I've,
lived
in
Bloomington
a
great
long
time
detective
as
I
was
driving
up
here.
I
was
trying
to
think
how
long
we'd
known
each
other
and
I
realized
that
Steve
you
and
I
have
known
each
other
since
I
was
in
fifth
grade
and
moved
to
Bloomington
and
you
lived
down
the
block
and
Neil
we've
known
each
other
since
I
was
in
high
school
yep
and
I
am
not
in
high
school
anymore,
but
my
wife
and
I
live
in
Boynton
and
with
kovat.
G
Our
four
children
are
also
living
in
Bloomington,
one
who's,
otherwise
in
New
York
and
one
who's
otherwise
would
be
in
Los
Angeles.
So
we
have
four
children
21
to
30
and
I
work
at
Comcast,
NBC
Universal
during
the
day
I'm.
The
elected
third
career
averse
park,
commissioner,
that
represents
Bloomington
in
Richfield
and
Eden
Prairie,
which
I
suspect
is
one
of
the
reasons
that
I'm
sitting
here
with
you.
But
we've
been
in
Bloomington
most
of
my
life.
G
D
You
I'm
a
newcomer
to
Bloomington
I've
only
lived
here
for
57
years.
We
have.
We
have
two
sons
and
from
both
their
marriages
we
have
seven
grandkids
from
ages.
Twenty
eight
to
fifteen
and
I
had
a
couple
different
professional
careers
that
was
a
paperboy
in
Minneapolis.
I,
worked
for,
read
all
stores
for
ten
years
and
then
I
spent
40
years
in
law
enforcement
spent
27
years
in
Minneapolis
with
six
years
as
chief
of
police.
D
There
then
moved
on
to
the
state
as
director
of
the
Post
board,
peace
officer,
standards
and
training
took
a
couple
years
off.
Then
I
finished
my
law
enforcement
career
with
close
to
six
years
as
being
chief
here
in
Bloomington,
so
I
am
familiar
with
the
city,
my
wife
and
I,
and
family
love.
This
town
and
I
felt
very
honored
privileged
to
be
called
and
and
I
am
familiar
with
the
budgeting
process.
It'll
be
from
a
different
viewpoint
this
time,
but
as
a
receiver,
I
know
how
it
works.
D
H
Yes
hi,
my
name
is
Jessica
Kenko
and
I'm.
Originally
from
Peru
I
came
to
the
state's
about
26
years,
and
so
I
live
in
boss
is
Bloomington
and
West
Bloomington
and
is
Bloomington
for
15
and
probably
five
years
six
years
in
in
West
Bloomington
now,
I
have
three
daughters
that
they
went
to
Jefferson
and
the
three
of
them
serve
as
a
Human
Rights
Commissioner
at
their
time
when
they
were
in
high
school
I
am
passionate
regarding
the
Latino
community
and
to
try
to
help
the
city
of
Bloomington.
They
are
doing
a
you
know.
H
Every
time
we
are
improving.
So
this
is.
This
is
great
great
thing
for
me
to
be
able
to
join
now
and
I've,
been
working
with
interpretation
and
translation
in
Spanish
for
different
occasions
in
schools,
hospitals
and
then
I
have
been
on
the
latest,
a
Leadership
Program
with
a
cooler
and
charl
grade
group
I'm,
excited
and
right
now,
I
work
as
a
director
for
Latin,
America
or
air
got
wrong.
The
company
that
does
all
the
economics
for
desks
and
so
I'm
really
looking
forward
to
help
him
to
be
of
service.
H
G
Go
everyone.
My
name
is
Sawa.
I
will
be
going
on
five
years
living
here
in
Bloomington
coming
up
here
in
November,
but
my
wife's
family
has
deep
roots
here
in
Bloomington.
Her
pears
were
both
born
and
raised
here
as
well,
and
so
we
have
a
lot
of
connections
to
Bloomington
and
I
was
also
part
of
the
Bloomington
Leadership
Program.
Let
us
fall
as
well
and
get
a
good
introduction
to
this.
On
a
personal
side,
it's
my
wife
and
I.
G
We
have
a
son
who
is
19
months
old
and
we
have
another
one
on
the
way
due
in
August,
so
it's
been
hectic
being
home
and
working,
but
as
far
as
my
career
I've
been
I
spent,
most
of
it
actually
in
food
safety
and
quality,
I'm
doing
a
lot
of
risk
management
and
then,
in
the
last
couple
years
here
I
got
my
MBA
from
Saint,
Thomas
and
I'm.
Currently,
a
marketing
manager
with
Schwan's,
so
a
big
180,
but
hopefully
you'll
be
able
to
use
those
skills
to
support
this
group.
H
Thank
You,
chair
Peterson
marine
scale
and
sailor
and
good
evening
to
everyone,
I
have
resided
in
Bloomington
for
28
years,
I
have
five
grown
children.
My
husband
and
I
I
think
are
on
round
two
of
being
empty
nesters,
so
we're
enjoying
that
I
served
as
the
president
of
the
Bloomington
Chamber
of
Commerce,
from
October
of
2008
to
May
of
2017,
so
very
familiar
with
the
city
of
Bloomington.
The
budget
in
just
the
whole
aspects
of
how
the
city
is
managed.
H
G
G
My
interest
here
is
I've,
been
very
heavily
involved
with,
with
the
youths
in
Bloomington
and
kids
and
athletics
served
was
the
past
president
of
the
Bloomington
Amateur
Hockey
Association
as
a
candidate
Kennedy
Jefferson
and
girls
youth
programs
and
had
a
chance
to
work
with
a
number
of
the
other
organizations
here
in
Bloomington.
So
I'll
just
share
this
one
thought
budgets
are
moral
documents
and
where
we
invest
demonstrates
our
values
and
so
I
come
to
this
from
a
family
perspective
from
a
young
person
perspective
and
quality
of
life
for
all
live
here
in
Bloomington.
A
A
In
a
conversation
like
this,
though,
the
city
budgets,
not
a
not
a
simple
document
when
I've
talked
to
new
city
council
members
about
participating,
I
always
tell
them
that
I
think
it
takes
about
two
years
to
get
the
get
there,
get
that
get
their
feet
wet
on
the
budget
and
having
a
group
like
this.
That
already
has
background
in
finance
and
accounting
background
and
kind
of
public
sector.
Budgeting
I
think
that's
a
really
good
set
of
background
to
have
the
sorts
of
difficult
conversations
that
we're
gonna
end
up.
A
I
Thank
you
to
the
mayor
for
his
introduction
to
I
hope
he
doesn't
take
offense
I'm
wiping
down
the
dais
here
since
he
was
already
up
here.
You
know
before
I
get
into
my
presentation.
I
think
it's
good
for
the
committee
to
learn
the
staff
that
you're
going
to
be
working
with
closely
so
Chris
Wilson
is
our
assistant
city
manager.
If
maybe
Chris
wants
to
provide
a
quick
background
and
and
we'll
do
the
same
with
Carrie
Carlson
and
then
I'll
jump
into
my
presentation,
Thank.
C
You
Jamie,
as
Jamie
said,
my
name
is
Chris
Wilson
I'm,
the
assistant
city
manager.
They
have
been
in
that
role
for
about
two
and
a
half
years
and
for
the
two
years
prior
to
that,
I
was
the
human
resources
director
here,
for
so
I've
been
in
the
city
about
four
and
a
half
years
total
in
my
current
job,
I
continue
to
work
heavily
in
our
human
resources
area
with
our
so
things
related
to
personnel
cost
wages,
benefits.
Union
contracts
are
right
up.
C
My
alley,
I
also
oversee
our
City
Clerk's
office
currently
and
a
member
of
our
Budget
Committee,
and
a
variety
of
other
things
so
prior
to
coming
to
the
city
of
Bloomington
I
spent
10
years
working
for
the
city
of
Shakopee
in
similar
roles,
so
I
have
about
15
years
of
local
government
experience
here
in
Minnesota.
Looking
forward
to
working
with
the
group
and.
I
J
Hello,
I'm,
Carrie
Carlson,
the
budget
manager
and
I
have
been
working
at
the
city
of
Bloomington
for
about
12
years.
I
started
off
as
an
accountant,
and
then
I
was
the
assistant,
finance
manager
and
the
last
year
and
a
half
I
have
been
the
budget
manager
and
I'm.
Also
a
Bloomington
resident
live
in
Bloomington
and
prior
to
coming
to
the
city
of
Bloomington.
I
worked
at
Cargill
for
ten
years
in
finance
and
accounting,
so
I'm
looking
forward
to
working
with
all
of
you.
Thank
you.
Thanks.
I
Cory
one
other
staff
person
not
on
the
meeting
but
we'll
be
providing
a
lot
of
administrative
support,
is
Briana
ichael
dinner
in
our
finance
department.
So
she
will
be
the
one
preparing
the
agenda
materials,
sending
information
out
to
the
committee
and
will
be
a
point
of
contact
for
you
as
well,
so
again
for
those
on
the
committee
who
I
don't
know
as
well.
I
I'm
very
fortunate
to
know
many
of
you
quite
well
and
thank
you
for
your
service
to
the
community,
and
thank
you
for
saying
yes
to
this
I
would
echo
the
mayor
that
this
is
I,
think
a
pretty
significant
undertaking,
and
you
should
each
know
that
we
are
grateful
for
your
willingness
to
step
forward
again.
I'm
Jamie
Verbruggen,
the
city
manager
I've,
been
here
for
a
little
over
five
years
now
and
I
live
in
a
suburb
of
Bloomington
called
Richfield,
which
is
actually
where
I
began.
My
public
sector
work
experience.
I
So
some
of
the
folks
here
in
Bloomington
I've
had
the
pleasure
of
knowing
and
working
professionally
with
for
more
than
25
years
because
of
the
relationships
and
the
common
issues
that
Richfield
in
Bloomington
have
before
coming
here.
I
was
the
city
manager
in
Brooklyn
Park,
so
I've
now
managed
the
largest
and
the
second
largest
suburb
in
metropolitan
area.
Two
very
different
communities,
distinct
challenges
and
I
will
tell
you
the
last
five
years
in
Bloomington
have
been
absolutely
fantastic.
This
is
a
great
community.
I.
I
Think
everybody
who
lives
here
and
does
business
here
understands
that
and
I
think
Bloomington
has
a
well-earned
reputation
of
being
leaders,
as
evidenced
by
everything,
from
our
triple
triple
a
bond
rating
to
the
fact
that
we
have
a
significant
role
in
the
regional
economy.
There's
just
a
lot
going
on
in
this
community
and
I
am
eternally
optimistic
every
day
that
I
get
to
serve
this
community
that
this
community
has
what
it
needs
to
be
able
to
solve
the
challenges
that
face
it.
I
The
mayor
provided
a
quick
overview
of
the
charge
to
the
committee,
but
for
the
benefit
of
those
who
are
watching
and
for
the
committee
itself,
when
we
start
projects
here
at
the
city
and
we
have
a
working
group,
that's
going
to
be
together
for
a
while.
We
have
a
team
charter
that
we
put
together
so
that
it
is
very
clear
from
the
get-go
what
the
what
the
scope
of
their
work
is
going
to
be,
what
the
expectations
are
for,
how
they're
gonna
work
together
and
there's
a
common
understanding.
I
So
what
I
thought
I'd
do
here
tonight
is
lay
out.
What
I
would
say
is
the
draft
Charter
for
the
team
and
I
would
like
the
committee
members
to
chew
on
it
a
little
bit
and
then
we'll
come
back
either
next
week
or
the
week
after,
based
on
any
feedback
that
you
might
have
and
we'll
put
a
refined
document
in
front
of
you
that
everybody
can
give
a
thumbs
up
to
that.
This
represents
your
understanding
of
the
charge
before
you
and
your
commitment
to
following
through
on
what
the
Charter
says.
I
I
Thank
you
for
this
committee.
The
charge
is
most
specifically
focused
on
the
20
and
22
the
2021
budget.
The
council
has
to
adopt
that
budget
and
the
tax
levy
associated
with
it
in
December
of
this
year.
However,
for
the
last
number
of
years,
the
council
has
adopted
a
budget.
The
second
year
of
the
two
year
budget
is
always
advisory.
So
what
we
don't
want
to
be
doing
is
just
setting
a
one-year
budget
without
understanding
the
consequences
of
the
following
years
for
those
budget
decisions
that
we're
making
this
year.
I
I
would
suggest
that
we
do
the
same
thing,
especially
considering
that
we
have
a
number
of
external
influences
on
our
budget,
some
of
which
we
may
not
know
how
they
are
going
to
play
out
a
year
from
now,
so
to
say
that
we're
adopting
a
one-year
budget
and
then
we'll
deal
with
the
consequences
later
I
think
is
not
doing
ourselves
or
the
community
a
good
service.
And
so
what
we
want
to
do
is
focus
on
what
that
second
year
impact
is
going
to
be,
and-
and
there
are
some
really
good
reasons
for
it.
I
One
is
the
first
year
that
we're
looking
at
2021
is
really
focused
on
reduction
in
revenues
that
we
know
is
coming
and
we
will
get
into
that
a
little
bit
more.
When
car
we
go
through
our
presentation,
but
in
the
second
year,
what
we're
going
to
see
are
some
tax
based
valuation
changes
that
are
going
to
have
an
impact
on
the
community
as
well.
I
So
we
want
to
make
sure
that
we
understand
how
the
budget
decisions
are
gonna
play
out
over
a
couple
of
years
rather
than
just
one
year
and
then
the
various
funds
that
we
have,
we
actually
have
over
30
different
funds
that
we
account
for
in
our
total
city
budgets.
The
ones
that
we
are
most
concerned
about
are
those
that
the
residents
experience
most
services
through
directly.
That's
the
general
fund.
Our
enterprise
funds
are
the
things
like
the
golf
course
arts
center,
the
ice
garden.
Those
are
all
enterprise
funds
that
are
set
up.
I
We
have
internal
service
funds
and
those
are
actually
direct
feeders
into
our
general
fund
and
khari
again
will
explain
all
of
these
funds.
For
you,
we
do
have
a
number
of
other
funds
that
we
will
get
into,
but
there
they're
less
significant
because
of
the
way
that
they
relate
to
how
residents
purchase
or
to
consume
their
services.
So
things
like
the
utilities,
water,
storm
water
sewer.
I
For
those
who
are
viewing
at
home
or
on
the
WebEx.
This
is
our
annual
budget
document.
This
has
been
provided
to
our
committee
members
as
a
resource.
This
is
300
pages
of
frankly
thrilling
material.
It's
a
real
page-turner
I
know
this
is
gonna,
keep
you
up
in
the
middle
of
the
night,
but
since
I
mentioned
the
capital,
we
also
have
a
separate
document
called
the
combined
10
year,
capital
improvement
plan,
and
this
one
is
about
350
pages
long,
equally,
scintillating
in
its
details
and
there's
a
lot
of
good
information
here.
I
I
One
they're
easy
to
understand:
there's
an
old
aphorism
if
you're
explaining
things
you're
losing
right,
because
people
that
don't
have
frankly,
the
attention
span
to
stick
through
a
three-hour
conversation
about
budgets
right
and
so
what
we
want
to
do
is
be
able
to
explain
what
it
is
we're
trying
to
accomplish
and
how
we're
doing
in
a
way,
that's
easy
to
understand
and
easy
for
people
to
grasp.
We
want
to
be
sure
that
these
budget
recommendations
are
reflective
of
community
input.
I
So,
as
we
get
through
the
process,
we
will
be
laying
out
how
we're
gonna
do
that.
We
want
to
make
sure
this
is
inclusive
of
the
best
interests
of
the
community
and,
frankly,
this
topic
will
I
think
generate
a
lot
of
conversation
about.
How
do
you
define
what
is
the
best
interests
of
community?
How
do
you
define
what
is
the
community
and
who
we're
serving?
I
We
have
two
different
deliverables
process
and
product.
So
with
our
process,
there
are
steps
along
the
way
that
we
want
to
make
sure
that
we're,
following
through
on
one
of
us,
provide
monthly
updates
to
the
City
Council.
All
of
the
work
material
for
the
committee
is
going
to
be
public
and
staff
will
regularly
be
sharing
that
information
with
the
City
Council.
I
Another
important
deliverable
in
the
process
is
community
engagement,
and
so,
at
the
very
least,
we
we
have
envisioned
two
times
within
the
next
five
to
six
months,
where
we'd
like
to
go
out
to
the
community
and
invite
feedback
into
the
process,
and
then
the
third
is
that
we
have
two
recommendation
time
frames
for
the
committee
to
the
council.
First,
at
the
beginning
of
September
every
year
as
part
of
the
budget
process,
the
council
has
to
adopt
a
preliminary
levy.
I
That
is
the
maximum
amount
that
the
city
can
tax
and
that
sets
the
frame
for
the
final
decision
in
December.
When
we
set
a
preliminary
levy,
we
can
always
go
under
that
number,
but
we
can't
ever
go
over
it
so
by
identifying
what
that
right.
Preliminary
levy
is
we'll
set
the
stage
for
the
next
couple
months
and
then,
when
we
come
back
in
November
to
the
City
Council
and
produce
the
final
recommendations
to
them
that
will
set
the
stage
for
their
consideration
and
adoption
of
a
budget
in
December
the
product
deliverables.
I
You
know
what
does
that
mean
for
city
services
right
and
defining
the
risks
that
go
along
with
it
on
the
people
side
of
things,
you
know
what
it?
What
is
the
risk
of
recommending
that
staff
services
be
adjusted
in
a
various
area
and
the
impact
that
that
could
have
on
people?
Those
are
the
types
of
things
that
we're
talking
about
influences.
I
One
of
the
things
that
we
have
seen
over
the
course
of
the
last
three
months
is
that
things
are
changing
pretty
quickly,
right
and
so
I.
Don't
think
any
of
us
expects
that
the
current
environment
is
going
to
be
the
same
six
months
from
now,
so
we
have
to
I,
think
be
thoughtful
and
mindful
and
we'll
keep
you
updated,
as
things
may
be,
changing
whether
it's
financially
with
the
city
economically,
both
in
the
city
or
the
state
or
nationally,
so
that
you
can
keep
track
with
those
issues
as
we
go
through
and
then
dependencies.
I
This
is
doing
a
city
budgets
a
little
like
squeezing
a
balloon
right.
So
if
you're
gonna,
if
you're
gonna
squeeze
something
here,
you're
gonna
have
something
else
pop
up
over
here,
and
so
we
need
to
be
thinking
about
what
happens
when
we
push
one
button
where
else
we're
gonna
have
a
consequence.
So
that's
what
we're
talking
about
when
we're
thinking
about
dependencies
and
we'll
lay
those
out
a
little
bit
more.
I
Here's
here's
the
really
important
one
as
measures
of
success.
We
are.
We
have
high
expectations
for
this
group's
work
and
we
are
hoping
for
a
successful
outcome.
So
here
are
the
four
key
areas
that
we're
talking
about
is
project
execution.
It's
making
sure
that
we
deliver
them.
What
the
council
asks
of
us
team
satisfaction.
We
want
to
make
sure
that
this
process
works
for
you
as
a
committee,
so
being
clear
about
what
your
expectations
are
for
your
role
in
participating
for
how
we
communicate
to
you
as
a
staff,
how
you
communicate
amongst
each
other.
I
I
Don't
think
any
of
us
want
to
have
a
suggestion
at
the
end
of
the
process
that
we
didn't
do
our
best
work
either
for
not
serving
the
council
well
or
not
serving
the
community.
Well,
and
anybody
who
joins
a
process
like
this
I
think
wants
to
make
sure
that
their
individual
contribution
is
valued
and
honored
and
that
the
team
in
the
end
delivers
a
good
product
stakeholders
that
will
want
to
be
thinking
about.
I
Internally,
we
have
the
City
Council
should
have
been
at
the
top
of
the
list,
so
don't
tell
them
that
I
made
that
little
mistake.
City
Council
is
always
at
the
top
of
the
list.
City
staff,
your
your
project,
team
that
you
have
with
you
tonight,
Kerri
and
Chris
and
I,
along
with
Brianna,
who
I
introduced
as
well.
There
are
a
number
of
other
city
staff
who
contribute
to
this
process.
I
Our
CFO
Lorie
economy
shoulder
will
be
a
significant
influence
in
this
process
and
then
the
rest
of
our
executive
leadership,
team
and
you'll
meet
many
of
them
as
we
go
through
the
process,
because
the
the
in-depth
evaluations
of
our
services
means
that
the
department
leadership
from
those
areas
will
be
here
to
talk
about
their
budgets
as
well.
Externally,
you
could
probably
name
these
yourself,
but
I
want
to
make
sure
that
we're
clear
about
who
we
serve.
We
serve
the
residences
community.
I
I
We
have
a
very
active
faith
community
here,
they're
partners
with
us
and
a
number
of
things
that
we
do
so
understanding
how
the
decisions
that
we
are
recommending
will
influence
the
partners
in
our
community,
the
business
community
and
then
property
owners
and
taxpayers
generally,
because
ultimately
they're
the
ones
who
are
going
to
bear
the
burden
of
the
recommendations
and
then
the
timeline.
So
we
have
a.
We
have
an
ambitious
timeframe
here
to
do
a
lot
of
work,
these
first
three
meetings
tonight
and
the
subsequent
two
weeks.
I
We
anticipate
spending
a
lot
of
time
doing
foundational,
mostly
one-way
communication,
to
get
everybody
at
the
same
starting
point
for
understanding
the
city
budget,
understanding,
how
tax
levies
work
and
understanding
the
services
we
deliver.
We
want
to
have
everybody
sort
of
at
the
same
starting
point
when
we
start
to
get
into
the
review
and
the
asking
of
important
questions
that
will
help
shape
the
recommendations
that
will
help
that
will
happen
in
July
and
that
will
continue
into
August
and
then
in
the
August
and
September
timeframe,
we're
anticipating
to
also
be
doing
community
engagement.
I
This
will
not
be
asking
the
community
to
weigh
in
on
recommendation
specifically
but
trying
to
get
their
feedback
on
what
they
value.
What
are
they
value
in
city
services?
What
sort
of
hopes
for
future
services
and
the
things
that
they'd
like
either
things
they'd
like
to
see
continued,
or
maybe
things
we
don't
do
currently
or
things
that
frankly,
they
think
that
we
can
do
with
them
in
September,
we'll
start
to
craft
what
these
scenarios
look
like
in
October,
we
will
refine
those
do
some
analysis
of
their
implications.
Go
back
out.
I
Do
some
more
community
engagement
to
ask
people
about
the
different
scenarios
and
get
their
input
there
and
hopefully
wrap
it
up
in
time
so
that
we
can
go
to
the
council
in
early
member.
Ideally,
we
would
like
to
give
the
council
three
to
four
weeks
to
chew
on
the
recommendations
before
they
have
to
adopt
a
final
budget
in
the
first
weeks
of
December.
I
So
let
me
stop
there.
That's
a
lot
of
information
to
absorb,
as
you
think
about
the
elements
of
the
Charter
at
this
time.
Mr.
co-chairs,
if
there
are
questions
of
the
committee
members
for
clarity's
sake
on
these
items,
let
me
start
there
if
there
are
any
questions
of
clarity
from
the
committee
members.
B
I
The
the
desire
is
to
have
the
committee
make
a
recommendation
to
the
council
by
the
first
or
second
week
of
November
member
right,
and
that
will
give
the
council
ideally
three
to
four
weeks
what
happens
in
December's.
We
typically
do
the
truth
and
Taxation
hearing,
which
is
a
requires
state
required
step
in
the
budget
adoption
process
for
cities.
That
usually
happens
at
the
first
meeting
in
December
and
then
at
the
second
meeting
in
December.
The
council
has
typically
adopted
the
final
budget
and
levy.
G
I
I
What
we're
gonna
do
with
this
process
in
and
actually
this
project
that
the
council
has
tasked
us
with
is
going
to
be
the
first
for
the
city
in
terms
of
putting
together
a
project
management
template
and,
as
we've
constructed
these
project
management
templates.
At
the
very
outset
of
these
processes,
we
have
several
plans
that
we
are
going
to
clarify
on
the
front
end.
I
What
the
venues
will
be
to
do
that
and
the
means
that
we
will
do
that
and
then,
most
importantly,
what
do
we
do
with
that
information?
What
we
don't
want
to
do
is
take
in
a
lot
of
information
from
participants
and
then
have
them
wonder
whatever
happened
to
that
right.
So
we
want
to
be
clear
what
the
result
of
that
engagement
is
going
to
be
and
how
its
reflected
in
the
committee's
work.
Does
that
help
Josh
or
did
you
need
a
little
bit
more
specific
information.
I
Thank
you,
okay,
the
other.
The
other
plan
pieces
that
we
will
have
for
this
project
is
a
communications
plan.
We
want
to
make
sure
that
we
are
having
consistent
and
thoughtful
information.
That's
going
out
to
the
whole
community
like
I
said
these
are
gonna,
be
public
meetings.
All
of
the
information
is
gonna,
be
available
on
our
website.
There's
a
specific
page
on
our
website.
I
You
want
to
go
to
the
meeting
logistics
slide,
Chris,
there's
a
specific
page
on
the
website
for
this
committee.
It
is
BLM
dot,
MN,
/,
CBAC,
community
budget,
Advisory,
Committee
and
Chris
is
bringing
up.
So
you
can
see
what
it
looks
like
there.
If
you
scroll
down,
it
shows
what
the
miss
of
the
committee
is
and
then,
as
we
go
down
a
little
bit
more
you'll
see
some
background
information.
I
So
all
of
the
materials
that
are
presented
to
the
committee
are
going
to
be
available
to
the
public
as
well,
but
this
is
also
a
resource
for
committee
members
that
you
can
go
back
and
do
some
additional
homework
or
additional
study.
We
have
the
survey
results,
a
couple
of
them
up
there,
the
2019
residential
survey
and
then
we
more
recently
did
survey
about
Creekside
and
motor
vehicle
offices
in
those
services.
The
next
group
is
financial
documents,
so
it's
the
city
budget,
it's
the
CIP,
it's
the
what's
called
the
well.
I
It
used
to
be
the
kafir'
it's
now
so
now
the
papper
I
didn't
know
that
Korea
that
we
changed
the
name
on
it.
It
used
to
be
the
comprehensive
annual
financial
report,
but
apparently
it's
so
popular.
We
had
to
rename
it
and
then
strategic
priorities.
So
if
you're
wondering
what
those
council
strategic
priorities
are
that's
also,
there
was
some
background
information
as
well,
so
the
meeting
logistics
themselves,
we
will
send
out
to
you
the
schedule.
You
know
our
staff
had
surveyed
the
committee
members
asking
for
your
availability,
at
least
for
the
first
three
months.
I
Here
we
have
a
schedule
through
August
and
we'll
get
that
in
your
hands
shortly.
The
agendas
will
go
out.
The
Friday
before
our
meetings
meetings
will
be
Wednesday
evenings,
at
least
for
the
first
few
months,
and
then
once
we
get
later
into
the
process,
we
can
see
if
that's
still
working
or
if
we
need
to
make
some
adjustments
agenda
materials
will
always
go
out
to
Friday.
Before
the
meeting
and
the
meeting
process
itself,
we
will
work.
The
staff
will
work
with
our
co-chairs
to
develop
the
agenda
each
meeting.
I
What
we'd
like
to
do
at
the
end
of
each
actual
meeting
is
to
provide
five
or
ten
minutes
just
to
get
clarity
for
the
committee
about
what
we
did
and
then
answer
any
questions
that
you
have
and
then,
if
there
are
specific
asks
for
the
upcoming
meetings
that
we
make
those
clear,
so
we
can
factor
those
into
our
agenda
preparation
going
any
other
questions
about
the
Charter
or
the
meeting
logistics.
Commissioner.
A
H
I
You
marine,
we
do
mister
co-chairs
and
committee
members.
We
have
the
most
recent
business
survey
from
2018.
The
council
chose
not
to
do
one
last
year
or
this
year
because
we
had
done
them
a
couple
of
years.
We
weren't
getting
one
a
lot
of
deviation
in
the
responses,
but
two
not
a
lot
of
participation
either.
So
we
want
to
make
sure
that
those
are
more
targeted
and
try
to
drive
a
little
more
participation
when
we
are
doing
them
Marine
we
will
add
those
to
our
resources
on
the
website.
G
Chair
Jamie,
thank
you
that
that
outline
was
terrific,
so
very
clear
and
I
appreciate
it.
I
just
have
one
question:
I
know
that
there's
some
statutory
obligations
that
local
governments
follow
in
terms
of
preliminary
living
levy,
dates
and
hearings
and
like
is
there
a
corollary
city
council
process
in
the
development
of
this
budget,
that's
parallel
or
in
in
similar
timeframe,
moving
moving
along
or
where
does
this
fit
into
that
Thank.
I
I
We
spend
a
lot
of
time
talking
about
the
budget,
usually
starting
in
June
and
then
all
the
way
through
December,
with
the
counsel
for
our
internal
process.
Here
at
the
city,
we
actually
begin
back
in
about
February
we
take
January
off
and
then
let
the
finance
department
start
doing
the
the
annual
reporting,
and
then
we
jump
back
in
in
February
or
March
for
the
coming
year.
In
May,
we
issue
our
budget
instructions
to
our
staff
that
just
went
out
a
couple
weeks
ago.
I
The
departments
have
to
submit
their
budget
requests
for
2021
and
by
next
Monday
I
believe
is
the
deadline,
our
finance
department,
our
budget
team
will
start
looking
at
those
inputs.
We
spend
about
three
four
weeks
and
then
we
go
into
pretty
intense,
departmental
reviews.
At
a
staff
level,
we
usually
bring
in
June
to
the
council
sort
of
a
first
blush
at
what
we
think
we're
gonna
be
dealing
with
and
then,
as
we
get
deeper
into
the
department
reviews,
we
start
bringing
them
more
refined
material.
I
The
problem
with
that
is
it's
a
communication
problem
right,
because
the
the
preliminary
tax
levy
is
what
goes
into
the
truth
and
Taxation
hearing
notice
that
property
tax
payers
get,
and
so
often
people
come
to
the
final
adoption
in
December
thinking
that
there
might
be
a
5%
tax
levy
increase.
Because
that's
what
the
tax
notice
said
and
in
the
intervening
three
months,
the
council
has
worked
its
way
back
down
to
a
different
number
right.
I
B
I
Yes,
mr.
chair
mr.
co-chair
committee
members,
we
have
put
in
front
of
the
council
two
different
strategies
for
dealing
with
the
2020
shortfall
when
we
get
into
the
budget
101
with
Carrie.
Here,
she
will
frame
that
up
for
you,
so
I
think
tonight
will
probably
focus
just
on
what
our
current
status
is
before
we
get
too
deep
into
the
budget
overview.
Just
given
how
much
time
we
have.
We
have
a
range,
that's
between
7
and
17
million
dollars
of
a
shortfall.
I
We
think
and
we
have
strategies
to
resolve
that
shortfall,
a
couple
hard
choices,
but
for
the
most
part,
through
a
combination
of
some
service
reduction,
some
staffing
reductions
and
other
budget
reductions,
as
well
as
use
of
some
reserve
funds.
We
can
we
can
solve
that
gap
for
this
year,
but
what
it
does
is
it
sets
up
a
shortfall
for
2021
because
of
the
revenue
situation
and
Cory
will
explain
that.
Thank.
B
I
Usual
I
talked
longer
than
I
planned
to
so
our
end
time
tonight
is
8:30.
We
set
these
meet
these
first
couple
meetings
up
just
to
be
two
hours,
because
it's
gonna
be
a
lot
of
information.
It's
a
lot
of
you
know
drinking
from
the
fire
hose
here
for
the
first
few
meetings
and
there's
only
so
much
you
can
take
in
in
one
sitting
right
so
I
think
we'll
give
Kerry
about
40
to
45
minutes
here,
we'll
shoot
for
8:15
and
Kerry.
I
Do
you
want
questions
as
you
go,
I
think
that
might
be
best,
so
we
make
sure
that
everybody's
tracking
with
the
information
and
then
we'll
try
to
leave
about
ten
minutes
at
the
end,
just
for
some
summary
questions
and
then
a
little
bit
of
explanation
about
what
to
expect
at
the
next
meeting
sound.
Okay,
thank.
A
You
thank
you,
everybody,
so,
just
to
kind
of
close
that
item
out
the
manager
talked
about
the
Charter
for
the
Commission
and
the
homework
on
that
particular
item
for
the
Commission
members
is
to
give
that
some
thought
and
come
back
to
the
next
meeting,
because
we're
gonna
be
editing
that
and
producing
a
kind
of
what
we
think
that
document
is
going
to
end
up
being
so
folks
should
be,
should
be
giving
that
some
thought.
Yeah.
I
Thank
you
and
one
strange
one
more
note:
we
will
take
the
materials
from
this
meeting
and
we're
gonna
try
to
turn
around
minutes
in
that
next
Friday
packet,
so
that
there
isn't
a
big
lag.
So
the
presentation
that
you
saw
will
be
in
your
packet
on
Friday.
So
when
you're
thinking
about
the
Charter
elements,
you'll
have
it
within
the
next
two
days
to
look
in
okay.
J
Yes,
we
called
this
presentation.
Budget,
101
and
I
know
all
of
the
members
of
the
budget.
Advisory
Committee
have
knowledge
of
Finance
or
knowledge
of
government
or
both,
but
these
first
few
meetings,
as
the
city
manager
said
in
in
June,
we'll
give
you
as
well
as
the
members
of
the
public
who
are
watching
an
overview
of
the
budget
process
and
structure
at
the
city
of
Bloomington.
And
this
will
give
you
the
background
necessary
to
inform
the
budget
scenario,
work
that
you
will
be
doing
this
year.
J
If
there
are
any
terms
that
you
would
like
me
to
further
explain
or
concepts
that
you
would
like
me
to
clarify
so
evening,
I
going
over
economic
impact
of
covert
19,
any
council
strategic
priorities,
property
tax
levy,
apartment
structure
at
the
city
of
Bloomington,
our
fund
structure
and
talk
a
little
bit
about
the
basis
of
accounting
versus
some
basis
on
budgeting.
And
then
just
go
over
the
budget
calendar
for
this
year.
J
So
I
will
start
with
one
of
the
main
reasons
that
this
committee
was
appointed
by
the
council.
Economic
and
budget
impact
into
the
cove
in
nineteen
condemning
the
city
of
Bloomington
has
and
will
continue
to
experience
significant
revenue
loss
in
2020
due
to
the
business
closures
and
social
distancing
guidelines
in
general
economic
disruption.
J
The
magnitude
of
the
impact
to
the
city's
general
fund
operating
budget
is
estimated
to
be
between
seven
million
and
seventeen
million
of
a
shortfall
out
of
the
total
annual
budget
general
fund
budget
of
eighty
million
dollars.
Loss
of
twenty
twenty
revenue
can
be
viewed
in
two
groups
unrecoverable
and
deferred.
J
Unrecoverable
revenues
are
those
that
will
be
lost
due
to
the
lack
of
business
and
leisure
activity
that
generates
taxes
or
the
loss
of
program
income
from
canceled
programs.
This
category
includes
our
local
admission,
taxes,
lodging
taxes
and
program
fees,
whereas
the
other
group
deferred
revenue,
those
are
the
late
or
delinquent
property
tax
payments
that
we
are
expecting.
J
J
The
worst
case-
17
million
dollar
shortfall
for
2020,
includes
lost,
lodging
an
admission
facts
of
approximately
nine
million
dollars
for
this
year
and
then
reduced
permits,
licenses
programs
and
fines,
revenue
of
mostly
two
million
dollars
and
potentially
delinquent
property
tax
payments
of
six
million
dollars,
and
our
current
2021
projections
do
not
include
these
delinquent
2020
taxes
as
deferred
revenue
coming
into
2021.
It's
just
it's
one
of
the
dynamic
aspects
of
budgeting
for
21
that
we
will
not
know
until
later
in
the
year.
So.
J
Fortunately,
in
2019
we
did
have
a
very
good
year,
so
that
is
helped
for
this
year
and
then
additional
options
that
we
brought
to
the
City
Council
to
address
a
worst
case
scenario
included
include
transferring
the
reserves
set
aside
for
the
bloomington
pool
vessel
replacement
that
is
scheduled
for
2026
and
instead
of
using
our
reserves
issuing
debt
for
that,
instead,
drawing
down
a
portion
of
our
employees,
compensated
absences
fund
reserve
and
utilizing
a
portion
of
the
strategic
priorities
fund
reserve
that
I
have
laid
out
on
the
slide.
So
these
are
all
solutions
to
address.
J
What
we're
looking
at
is
a
worst
case
scenario
or
ending
on
20/20,
but
they
don't
solve
for
any
future.
Your
deficits
that
we're
expecting
it's
only
addresses
the
2020
budget
shortfalls
and,
if
needed,
we
won't
know
until
after
the
2020
financial
results.
Results
are
finalized,
which
won't
be
until
late
January,
early
February
of
2021.
J
So
the
preliminary
2021
budget
projections
contain
the
following
revenue
reductions
compared
to
our
previous
budget.
The
lodging
taxes
are
projected
to
be
down
by
32
percent
in
2021,
so
we
are
projecting
that
from
8.7
million
that
they
will
go
down
to
only
5.9
million,
that's
a
reduction
of
2.8
million
dollars
and
then
also
our
local
admission.
Taxes
like
for
places
like
Nickelodeon
Universe,
for
example.
Those
are
projected
to
be
down
50
percent
next
year,
so
from
1.5
million
down
to
some
150,000
dollars
and
then
permits
licenses,
fines
and
program
income.
J
We're
projecting
to
be
also
down
by
13%,
going
from
eleven
point:
four
million
down
to
nine
point:
nine
million,
so
a
reduction
of
1.5
million.
So
while
we
do
expect
you
know
many
of
the
hotels
and
businesses
to
open
again,
some
may
not
also
customers
must
be
comfortable
and
feel
safe,
visiting
local
hospitality
and
retail
industries,
as
well
as
being
economically
stable
enough
to
spend
discretionary
income
on
these
industries.
So
projections
are
taking
into
consideration
that
it
will
take
time
to
come
back
to
the
endemic
levels
before
I
go
into
the
next
section.
D
J
J
Yes,
mr.
Joe
machi
and
comunità ,
we
are
expecting
that
there
will
be
a
significant
reduction
in
our
property
taxes.
Typically,
we
receive
almost
a
hundred
percent
of
the
property
taxes
that
we
levy.
In
this
current
situation,
we
will
receive.
We
receive
our
property
taxes
twice
a
year,
so
usually
end
of
June,
we'll
know
or
beginning
of
July
1
of
the
first
half,
and
then
then
we
will
receive
the
second
half
the
end
of
the
year
and
based
on
hardship
that
different
businesses
and
residents
are
having
with
the
economic
impact
of
the
pandemic.
J
We
are
expecting
to
have
to
not
be
receiving
a
hundred
percent
of
our
property
tax
levy
that
we
loving
and
eventually
property
taxes.
They
follow
the
property,
so
they
eventually
have
to
be
paid.
We
don't
know
if
they
are
delinquent
if
they'll
be
paid
in
a
few
months
or
with
a
few
years
or
how
long
that
will
be
until
we
actually
collect
them.
I.
A
J
Computer
send
and
committee
members
there
hasn't
been
a
team
of
employees
at
the
city
of
Bloomington
that
have
been
meet
started
meeting
early
on
when
the
pandemic
started,
looking
at
how
it
was
affecting
our
hospitality
industry
immediately
and
so
we're
looking
at
a
lot
of
industry
reports
like
Smith
travel
report,
and
you
know
other
industries
other
reports
to
see
what
is
happening
in
right
away.
We
were
seeing
the
lodging
taxes
when
we
be
down
and
just
lodging
in
general,
and
we
do
collect
here
in
the
finance
department
house
lodging
and
admission
and
liquor.
G
Hi
Thank
You
mr.
chair
Karia,
that
was
part
of
my
question
too,
is
this
is
very
preliminary
and,
as
things
continue
to
change
very
rapidly,
do
we
have
any
plans
to
do
a
another
revision
and
take
a
look
at
these
projections
to
see
if
they
will
continue
to
hold
true
throughout
the
rest
of
this
year
for
2020
and
moving
into
2021.
J
Hi,
yes,
thank
you,
mister
maou
and
committee
members.
Yes,
there's
a
very
good
question
and
these
numbers
are
definitely
going
to
change
as
we
get
further
into
year.
We'll
know
more
what's
happening
in
the
industry
and
have
better
projections.
So
as
right
now
we
are
looking
at
projections
most
conservatively.
If
you
know
things
improve,
or
we
have
other
information
that
we
will
be
giving
that
to
you
at
all
of
our
meetings.
J
Alright
next
section
is
the
City
Council
strategic
priorities.
I
just
wanted
to
just
briefly
touch
on.
There
are
seven:
they
are
the
City
Council.
They
identified
us
strategic
priorities
that
they
guide
the
these
decisions
regarding
the
budget
process,
and
so
they
are
in
community
image
of
windy
and
inclusion.
Community
amenities,
high
quality
services
focused
renewal,
environmental
sustainability
and
the
more
recent
one
that
has
been
added
is
transparency,
so
these
were
established
as
part
of
the
five-year
strategic
plan
in
2016,
so
there
for
2016.
So
now,
2020
and
the
council.
J
The
City
Council
will
be
working
on
the
next
five-year
strategic
plan
later
this
year
and
will
be
interested
in
the
community
engagement
work
from
the
budget,
Advisory
Committee
to
inform
that
process.
So
as
part
of
this
committees,
work
on
the
2021
budget,
you'll,
hopefully
be
involving
all
of
these
priorities,
especially
equity
and
inclusion,
high
quality
services
and
transparency,
and
also
on
this
slide.
J
I
have
included
a
photo
here
of
a
page
from
the
2020
budget
book
that
amy
was
holding
up
earlier,
and
this
page
is
that
community
outreach,
outreach
and
engagement
divisions,
budget
page
for
2020,
and
there
are
symbols
in
the
footer
each
of
the
department
pages
in
the
book.
That
represents
the
council
strategic
priorities
and
they
use
those
icons
to
link
their
2020
goals
and
objectives
to
the
to
the
strategic
priorities.
So
I
move
on
to
the
next
sections
property
tax.
Let
me
is
there
any
questions
about
the
strategic
priorities.
J
J
So
likewise,
if
the
value
of
the
other
properties
in
your
district
go
up,
your
tax
will
decrease
because
your
share,
the
total
values
decreased
and
something
that
we
look
at
a
lot
is
the
median
value
home,
which
is
the
value
that's
right
in
the
middle
of
all
the
residential
homes
and
maintained,
and
we
look
a
lot
and
what
that
would
pay
and
monthly
tax
axes
so
for
the
2020
tax
levy.
That
was
around
eighty
nine
dollars
a
month
for
the
city
tax
for
the
median
value
home.
J
So
the
City
Council
must
set
a
preliminary
twenty.
Twenty-One
tax
levy,
that's
submitted
to
Hennepin
County
by
the
end
of
September
and
as
Jamie
said,
this
can
decrease
and
it
often
does,
but
it
cannot
increase
and
then
the
City
Council
must
then
approve
and
set
a
final
twenty.
Twenty-One
tax
levy
that
has
to
be
submitted
to
Hennepin
County
by
the
end
of
December
and
just
to
give
you
some
background.
J
I
looked
at
the
last
five
year,
average
tax
le'me
increases
at
the
city
of
Bloomington
and
for
the
preliminary
tax
levy
it
was
an
average
increase
over
the
last
five
years
of
six
point:
four
percent
and
an
average
final
tax
levy
increase
of
5%
and
last
year,
the
preliminary
tax.
Let
me
submitted
that
we
would
have
submitted
back
in
September
2019
for
this
year
was
an
increase
of
6
percent
for
the
preliminary
and
then
our
final
tax.
J
Let
me
increase
last
year
was
four
point:
seven
five
percent
that
was
approved
for
the
2020
tax
levy,
so
the
2020
final
tax
levy
dollar
was
about
sixty
four
point:
seven
million-
and
just
to
give
you
some
different
just
to
see
what
it
would
look
like
with
different
possible
options
if
it
was
kept
flat.
So
if
there
was
zero
percent
increase
from
this
year
for
the
2021
tax
levy,
we
would
say
at
sixty
4.7
million
if
it
increased
by
2%.
J
That
would
be
a
1.3
million
dollar
increase
and
go
up
to
65
point
nine
million,
and
then
four
percent
would
be
two
point:
six
million
increase
and
that
would
be
a
sixty
seven
point:
three
million
dollar
property
tax
levy,
and
so,
if
you
look
at
that
about
each
half
percent
tax,
let
me
increase
is
approximately
six
hundred
and
fifty
thousand
dollars.
And
so,
when
we're
looking
at
we're
gonna
keep
things
flat.
J
It
doesn't
mean
that
all
of
the
expenses
would
be
able
to
stay
the
same
because,
as
I
mentioned
earlier,
we're
looking
at
possibly
our
our
non
property
tax
revenues
going
down
by
about
five
million
dollars.
So
that's
why
this
is
going
to
be
a
tough
once
a
year.
Are
there
any
questions
about
property
taxes,
property
tax
levy.
B
Again,
evaluation
done
by
the
Assessor
sets
the
figure
that
you
do
the
budget
against.
So
if
those
values
and
sales
are
going
up
every
year,
you're
gonna
arbitrarily
get
a
rise
in
the
amount
you
levy,
even
if
you
have
kept
at
a
zero
because
of
evaluations
go
from
four
hundred
and
fifty
million
dollars.
What's
the
idea
of
blowing,
it's
gonna
go
up
anyway,
and
so
it's?
How
would
you
ever
level
it
off
if
you
don't
control
arbitrarily
the
valuation
of
property.
J
Your
peterson
and
committee
members
resent
a
tax
levy
amount.
So,
for
example,
it
was
you
know,
sixty
four
point:
seven
million
dollars
that
was
levied
for
2020,
and
that
is
the
only
amount
that
we
can
receive.
A
valuation
is
used
to
determine
how
much
of
that
is
paid
by
all
the
tax
property
owners
and
wound
eatin.
A
A
What
that
means
is
that
this
coming
January
the
valuation
that's
set
there
that
doesn't
affect
taxes
in
2021
that
affects
kind
of
how
the
taxes
are
allocated
in
2022.
Okay.
So
if
you,
for
example,
if
you
look
at
and
think
about
what
the
pandemic
is
doing
to
the
value
of
hotels
and
the
value
of
retail
properties
in
the
city,
that
impact
will
get
reflected
in
the
valuation
that
occurs
this
coming
January
and
that
will
affect
the
proportion
of
taxes
that
hotels
and
retail
take
versus
commercial
properties
and
residential
properties
for
the
tax
collection.
A
That's
not
something
we
decide
here
at
the
city,
that's
a
that's
something
that
occurs
everywhere
in
the
state
that
we
need
to
keep
in
mind
as
we're
making
decisions
that
then
we
won't
even
really
know
what
that
impact
is
in
2022
until
we
get
to
the
point
of
having
done
the
valuations
on
properties
well,
but
what
everybody
can
handle
on
it,
but
we
won't
know
for
sure
until
that
valuation
occurs.
At
that
point,
I
see,
commissioner
serge
ibaka
with
his
hand
up
mr.
G
J
A
G
Chair
an
interesting
corollary
point
to
the
one
you
made
and
to
Josh's
question.
So
if
we're
looking
at
the
tax
payer
impact
on
this,
you
know
tax
payers,
paying
property
taxes
related
to
several
different
property:
taxing
districts,
so
Hennepin
County,
the
Three
Rivers
Park
for
the
school
district
in
the
city
and
your
very
insightful
point
about
the
relative
act.
G
You
know
allocation
and
who's
going
to
actually
pay
whatever
the
levy
is,
and
what
your
I'm
not
there's
a
corollary
to
that
I
think
with
how
Bloomington's
valuation
might
get
affected
relative
to
other
properties
or
communities
throughout
the
county.
So
our
relics
payers
relative
share
or
the
Park
District,
for
example.
So
if
Bloomington
values
go
down
more,
if
you
will
and
end
up
in
a
relatively
different
spot
to
the
whole,
these
this
group
of
taxpayers
could
could
be
impacted
differently
too.
So
at
some
point
in
this
process.
A
J
Just
gonna
point
out
so
I'm
twenty-fourth,
Matt
Grossman,
our
City
Assessor
is
going
to
do
a
really
in-depth
presentation
about
property
taxes
and
assessing
and
we'll
get
into
that
information
for
hobbies.
So
that
make
sure
you
have
that
background
and
also
talk
about
2022
valuation
or
how
the
2022
tax
levy
will
be
impacted
by
evaluation.
Thank.
C
You
mr.
chair
I
just
wanted
to
back
up
one
question
when
the
question
was:
what
are
other
taxing
districts
referenced
in
the
third
bullet
point
on
the
screen
here.
Examples
of
those
would
be
the
Metropolitan
Council
has
the
ability
to
levy
property
taxes
in
the
metropolitan
area.
Watershed
districts,
does
the
Three,
Rivers,
Park,
Board
I
believe,
has
the
ability
to
levy
taxes.
C
So
there
are
other
public
bodies
that
state
law
excuse
me
has
given
the
ability
to
levy
taxes
to
they
generally
are
a
much
smaller
portion
of
property
owners,
property
tax
bill
than
city
county
and
school
district,
which
are
kind
of
the
big
three.
If
you're
looking
at
your
residential
property
taxes,
but
they
are
on
there
on
the
bill.
If
you
take
a
look
at
your
tax
statement,
you'll
see
smaller
amounts
going
to
other
jurisdictions
and
the
Metropolitan
Council,
and
your
local
watershed
district
would
be
the
first
two
that
come
to
mind
for
me.
Thanks.
A
J
Okay,
so
just
quickly
wanted
just
to
talk
about
the
departments
at
the
city
of
Bloomington
Bloomington,
the
activities
were
managed
through
ten
different
departments.
Each.
What
the
department
had
appointed
by
the
reporting
to
the
city
manager
and
within
within
each
department
are
divisions
that
are
managed
by
division
managers
and
the
descriptions
of
each
department
and
their
divisions
with
their
objectives
and
their
budgets
for
2020
are
in
this
city's
annual
budget.
By
document
that
we
mailed
its
you
last
week,
it's
also
published
on
the
city's
website,
but
just
to
go
over
quickly.
J
That
and
departments
our
administration.
You
know
you
development,
unis
services,
Department
fire
department,
our
IT
department,
legal
Parks
and
Recreation,
wheeze,
Department
and
Public
Works
and
then
fun
structure,
so
governmental
accounting
is
kind
of
different
than
private
industry
and
that
there's
fund
accounting
and
so
the
accounts
of
the
city
are
organized
by
funds.
Each
which
are
considered
a
separate
accounting
entity
and
the
operations
of
each
fund
are
accounted
for
with
a
separate
set
of
self-balancing
accounts.
They
each
have
their
own
revenues,
expenses,
assets,
liabilities
and
fund
balance,
which
you
can
kind
of.
J
Think
of
this,
like
equity
you're.
Looking
at
private
industry,
but
in
these
funds
it's
the
fund
balance
and
then-
and
it's
an
important
we
do
this
in
accordance
with
their
generally
accepted
accounting
principles
or
referred
to
as
GAAP,
and
so
there's
two
different
kinds
of
city
or
governmental
funds.
They
are
grouped
as
either
governmental
or
proprietary,
and
so
the
governmental
funds
there's
four
different
types
that
we
have
at
the
city.
J
Just
there's
just
one:
it's
are
the
biggest
fund
that
we
have
it's
the
basic
operating
fund
of
the
city
and
anything
that
has
to
be
accounted
for
in
different
funds,
because
there's
requirements
or
in
other
funds,
but
that's
our
big
eighty
million
dollar
budget.
We
have
several
special
revenue
funds
that
are
restricted.
Those
revenues
have
to
muse
for
restricted
purposes,
and
then
we
have
debt
service
funds
that
are
used
to
account
for
the
payment
of
long-term
debt
and
principal
and
interest.
J
J
They
are
you,
support
financial
resources,
they're
often
related
to
on
issuances
as
well,
or
this
sometimes
there's
some
state
aid
funding
with
those
when
capital
funds
are
not
included
in
the
annual
budget
process.
Council
separately
approves
those
large
projects,
and
then
we
also
have
a
separate
capital
improvement
plan
document.
That's
just
the
plan
for
capital,
long-term
or
construction
projects
and
that's
brought
individually
as
well,
and
then
the
other
type
of
fund.
Those
are
the
governmental
funds.
There's
two
rotary
funds.
J
These
are
more
like
the
accounting
is
more
similar
to
how
you
would
in
a
private
industry,
there's
the
enterprise
funds
that
are
kind
of
the
standalone
business
type
activities
that
they
have
fees
and
can
be
substantially
self-supporting.
However,
it's
it's
pretty
common
to
also
have
to
have
some
property
tax
support
as
well
for
examples
of
those
kind
of
funds
are
like
the
water
utility
fund
or
the
Bloomington
ice
garden
and
then
internal
service
funds.
J
Those
are
the
funds
that
support
all
the
other
funds,
so
the
internal
service
fund
revenue
is
actually
just
coming
from
other,
like
the
general
fund
and
some
of
the
other
funds,
so
they
charge
out
to
benefiting
departments,
and
then
they
use
those
funds
to
receive
that
they
received
to
pay
for
the
services
they
provide.
They
do
have.
You
know,
expenses
that
they,
such
as
personnel
cost
or
capital
cars
and
supplies,
and
things
like
that.
J
They
allow
departmental
budgets
to
more
accurately
reflect
the
true
cost,
providing
a
public
service
and
they
also
allow
when
they're
in
a
separate
fund.
They
allow
us
to
save
up
for
major
expenses
in
the
fund.
Balance
reserve,
such
as
large
equipment
or
vehicles,
and
we
can
plan
up
purchase
those
in
the
future
so
that
they
have
you
know
so
when
large
purchases
come.
There's
not
these
big
spikes
in
the
budget
and,
for
example,
like
the
fleet,
vehicle
and
equipment
fund
I'm.
J
Just
looking
at
time
now,
I
know
I
have
like
less
than
ten
minutes
left,
so
I'll
try
go
and
if
they
asked
here
is
just
for
you,
we
have
about
31
different
funds
that
we
bring
in
through
the
council
for
their
approval
for
a
budget,
the
general
funds
are
big
one.
We
also
have
special
revenue.
Funds
are
gonna
fly
in
here
in
blue
there's,
a
cemetery
fund
Communications
fund,
that's
supported
mostly
by
franchise
he's
from
like
cable
companies
and
public
education,
government
ease,
but
there's
also
now
some
profit
for
that
as
well.
J
We
have
other
special
revenue
funds.
We
have
creative,
placemaking
and
South
development
services.
We
have
a
number
of
forfeiture
funds
that
are
police
special
revenue
funds
like
DWI
state
drug
forfeiture.
We
have
two
federal
drug
forfeiture,
separate
funds
that
are
required
to
be
separate,
and
those
are
from
the
Department
of
Justice
and
Department
of
Treasury
bill,
seven
in
hands
9-1-1
fun
that
we
received
some
special
revenue
from
the
state.
That's
for
9-1-1
services
that
we
must
keep
and
use
for
special
just
for
you
9-1-1,
and
then
we
have
a
fire
pension
fund
special
revenue
fund.
J
We
do
have
a
paid
on-call
fire
department,
so
they're,
not
full-time
employees,
but
after
20
years
of
service
paid
on-call
firefighters
are
eligible
to
receive
a
pension
that
we
are
obligated
to
fund.
So
we
have
a
special
revenue
concept
from
that.
You
also
have
some
special.
We
have
special
revenue
funds
from
police
grants
and
part
grants.
J
Then
we
have
four
Parks
and
Recreation
enterprise
funds.
They
have
been
green
here,
there's
aquatics
fun,
that's
for
the
pool
in
brush-like
Beach
Center
for
the
Arts
has
Schneider
Theatre
in
the
black
box,
theater
in
the
classrooms
and
art
programming.
We
have
two
golf
courses
and
the
Golf
Course
is
fun
Dwan
and
Highland,
and
then
with
the
blue
myse,
a
nice
garden
is
also
its
own
fund
and
we're
the
motor
vehicle
find
we
do
contractual
police
services
as
an
Enterprise
Fund,
where
businesses
that
require
additional
police
support.
They
pay
for
having.
J
Please
come
out
to
do
a
security
or
parking
traffic
control.
Things
like
that
and
we
do
fill
out
for
that
for
their
time
plus
administrative
overhead
cost,
and
then
we
have
the
for
utility
funds
that
are
billed
for
water,
sewer,
wastewater,
stormwater
and
then
garbage
and
recycling
your
solid
waste
until
you-
and
these
are
all
supported
by
each
internal
service
funds
which
I
have
listed
at
the
bottom.
So
the
good
benefits
fund
employee
benefits.
So
these
are
parks,
maintenance,
weight,
maintenance,
IT
fund.
You
have
a
public
safety
technology
and
equipment
and
things
like
huge
ladder.
J
Fire
trucks
are
that
fun,
as
well
as
police,
radios
and
body
cameras.
You
have
a
self
insurance
fund,
we
are
self
insured
up
to
a
point
for
workers
compensation,
but
we
also
have
insurance
for
general
liability
and
property
and
auto
use
like
that.
And
then
we
have
a
support
services
fund,
which
is
our
mailroom
and
in
put
us
and
print
shop.
We
have
in-house.
J
Real
quick
so
basis
of
accounting
versus
basis
of
budgeting
I'll
say
about
this:
is
we
have
four
basis
of
accounting?
We
have
different
rules
for
the
governmental
funds
and
the
proprietary
funds
and
for
the
proprietary
funds
they
act
more
like
business,
and
so
they
have
depreciation
and
for
finance
reporting.
J
This
is
just
a
slide,
just
kind
of
showing
a
difference.
When
you
look
at
our
finance
and
reporting
for
the
enterprise
funds
and
internal
service
funds,
we
don't
show
the
full
capital
outlay
in
the
financial
reports.
We
show
the
amount
of
you
know
if
it's.
If
the
life
of
the
asset
is
ten
years,
we
show.
You
know
that
the
tenth
year
of
trading
appreciation
come
anything
was
expense.
J
When
we
are
budgeting,
we
are
budgeting
for
the
cash
that
goes
out
on
capital
outlay
in
the
year
that
we
are
going
to
actually
make
the
purchase
the
same
with
bond
proceeds
being
received,
and
so
the
budget
calendar
things
that
have
already
happened.
Let's
G
said
we
start,
we
pretty
much
are
doing
a
budget
like
all
year
long
and
some
beginning,
CFO
Laurie
economy's
shoulder
and
I
met
with
all
of
the
council
members
individually,
just
to
get
their
feedback
was
my
first
year
going
through
a
budget
process
and
just
getting
feedback
about
how
it
went.
J
What
we
can
do
better,
because
I
did
the
same
thing
with
all
department
heads
and
then
the
pandemic
kid,
and
so
then
he
was
really
changed
a
lot
and
we
had
to
look
at
how
to
revise
our
2020
budget.
So
he
had
just
approved
last
year
and
so
I've
been
doing
a
lot
of
presentations
at
council
meetings
about
like
in
April
and
May
about
the
impact
in
this
budget
and
what
our
options
are
and
also
starting
to
look
at
what
was
happening.
J
What
we
were
seeing
that
was
going
to
happen
for
2021
budget,
which
is
what
came
to
maybe
some.
We
had
some
suggestions
and
we,
as
you
know,
with
looking
at
our
Creekside
Community
Center
and
the
motor
vehicle
operation,
and
that
came
to
forming
the
community
budget
Advisory
Committee,
which
was
approved
officially
on
May
18th.
J
We
had
our
kickoff,
where
departments
where
they're
starting
to
look
through
their
budgets
and
seeing
what
they
can
do
to
reduce
it
and
I
know
very,
very
strict
guidance
for
looking
over
everything
until
June
15th
to
get
the
requests
in
will
be
meeting
through.
All
that.
Just
some
things
that
I
have
highlighted
in
blue
that
are
coming
up
is
August.
17Th
is
a
city
council
City
session
that
we
would
be
aiming
for
to
have
the
budget?
J
Advisory
Committee
have
some
options
to
present
to
the
council
for
a
preliminary
tax
levy
and
then
September
14th
would
be
the
city
council
meeting
where
the
City
Council
has
to
approve
a
preliminary
tax,
meaning
I'm
saying
eliminate
tax
levy,
and
then
we
are
planning
to
file
that
with
the
county
before
the
deadline
and
in
September,
so
we're
hoping
that
could
be
in
September
2010
and
going
forward.
November
16th
would
be
that
study
session
where
we're
proposing
what
the
final
tax
levy
would
be
and
then
December
7th.
J
J
B
B
Think
you're
probably
gonna
ask
this
answer
this
question
next
week,
but
what
was
running
through
my
head
was:
if
you're
gonna
have
to
cut
between
7
and
17
million
dollars
and
20,
most
of
that's
coming
out
of
service
reductions
and
the
general
fund
that
you
were
talking
about
are
are
those
the
same
thing
general
fund
and
service?
How
are
you,
how
do
you
cut
or
make
service
reductions
and
then
mostly
coming
other
general
fund?
Oh
my
god,
we'll
probably
get
into
that
next
week.
I'm
assuming
that
so.
J
B
J
To
offset
the
revenue
loss
that
we
were
experiencing
so
about
1.1
million
of
that
was
a
reduction
in
like
contract
services,
maintenance,
repair
supplies,
I'm
in
training,
we're
not
gonna,
be
doing
the
pavement
management
event
management
program,
steel
coating
for
2020,
so
that's
part
of
it.
Also
a
lot
of
the
Parks
and
Rec
programs
were
cancelled,
which
means
also
their
expenses
were
related.
Expenses
were
canceled
as
well.
We
had
a
lot
of
staffing
reductions,
particularly
in
part
time.
We've
laid
off
some
employees,
not
hired
temporary
sees
no.
J
B
Next
week
then
help
me
understand
next
week,
then
what
is
the
cumulative
effect
of
these
cuts
in
20
carry
forward
into
21
and
22
and
23,
so
they
double
I
mean
that
look
help
me
understand
that
next
week
we
don't
read
they're
accumulating
in
my
head
is:
if
these
are
cumulative,
you
can't
cut
them
again
in
21
if
you
cut
them
out
in
20,
okay,
future
time.
Okay,.
J
A
I
Chairs
committee
members,
the
last
ten
minutes,
I
I,
would
only
turn
over
to
all
of
you
and
if
you
have
any
questions
about
what
you
heard
or
any
specific
requests
for
the
upcoming
meetings,
now's
a
good
time
to
do
that,
they
think
one
of
the
things
we
often
do.
If
there
aren't
any
questions
that
are
jumping
to
mind
is
when
we
facilitate
conversations
around
here,
we
tend
to
have
a
little
bit
of
a
reflective
conversation
so
sometimes
for
staff.
It's
helpful
for
us
to
know
from
the
committee
members
you
know
generally.
I
A
J
Yes,
so
sorry
and
committee
members,
so
the
their
budget
lockout
for
submitting
their
initial
request
is
June
15th.
But
then
we
have
two
to
three
weeks.
We
have
different
finance
employees,
accounting
employees
as
part
of
our
budget
team,
are
gonna,
go
through
that
in
detail
and
analyze
those
and
work
with
the
departments.
So
we
have
some
an
internal
working
time
to
go
through
all
of
these
budgets
and
also
then
hear
those
with
the
city
manager
and
assistant
city
manager
CFO.
J
We
have
some
work
that
we're
doing,
but
initially
that
first
step
of
them
is
to
put
in
those
requests
by
June,
15th
and
I
should
say.
The
deadline
is
for
any
funds
that
require
property
tax
support.
Their
deadline
is
June
15th.
Some
of
the
other
funds
I
do
not
require
property
tax
support
like
the
utility
funds,
like
the
water
fund,
they
have
a
little
bit
more
time.
A
It
ends
up
costing
you
more
money,
and
so
one
of
the
difficulties
that
we
have
is
there
will
be
tempting
expenditures
that
that
we
can
cut
in
the
short
run
that
that
we
could
use
to
kind
of
deal
with
the
situation
in
the
next
couple
of
years,
but
they
they
may
not
in
the
Commission's
perspective,
be
the
right
long-term
decision
for
the
city,
and
so
that's
a
that's
gonna
be
a
very
difficult
trade-off,
because
there
may
be
some
things
that
that
you
look
at
that
and
say.
Why
are
you
spending
that
money?
A
So
any
other
comments
or
reflections
on
what
we've
heard
so
far
tonight
anybody
else,
okay,
I'm,
not
hearing
anybody
else-
are
seeing
any
more
hands.
So
with
that.
Thank
you,
Kerry
for
your
presentation
and
we'll
look
forward
to
seeing
those
next
two
presentations.
So
just
a
couple
of
housekeeping
things
before
we
adjourn
for
tonight.
So
as
the
manager
mentioned
you'll
be
getting
agenda,
materials
on
the
before
the
Commission
meets.
A
If
you
get
those
questions
answered
before
the
meeting,
if
you
wait
to
the
meeting
oftentimes,
the
staff
has
to
go
back
and
do
research
and
it
causes
kind
of
a
lag
of
a
week
to
be
able
to
get
the
information
that
we
might
need
to
make
a
decision.
And
so
I
want
to
encourage
you
to
do
the
the
reading
homework
upfront
and
to
either
email.
A
The
staff
call
the
staff
on
the
phone
and
let
them
know
what
the
question
is,
that
you
have
and
and
I
also
will
say
that
there's
no
question
that's
too
dumb
or
too
stupid
for
this
sort
of
thing.
All
of
us
who
are
involved
in
this
started
out
knowing
nothing
at
some
point
when
I
was
elected
to
the
council
in
the
end
of
1999.
I
knew
nothing
about
this
process
and
had
to
learn
it
from
scratch,
and
so
the
best
way
to
best
way
to
learn
is
to
ask
questions
and
be
engaged
and
so
I.
A
My
personal
expectation
is
that
you'll
you'll
have
that
level
of
commitment
and
be
out
and
getting
the
information
you
need
in
order
to
participate
and
be
up
to
speed
on
things
and
I
know.
The
staff
wants
to
hear
those
questions
and
answered
them
before
the
meeting
so
I
know
other
questions
before
we
adjourn
for
tonight.
Mr.
D
I
Mr.
chairs
committee
members,
mr.
Locke's,
we
loaded
into
our
agenda
management
system
online,
so
it'll
be
on
there
by
the
end
of
the
business
day
on
Friday,
so
it's
accessible
through
the
internet.
If
there's,
if
there's
a
desire
to
have
hardcopy,
we
can
accommodate
that
I
recognize
that
some
of
this
stuff,
maybe
isn't
the
easiest
to
work
through
on
a
computer
screen
and
some
people
I'm.
One
of
them
are
just
prefer
to
work
through
things
on
paper
and
I.
Understand
that.