►
Description
Bloomington Community Budget Advisory Committee Meeting
A
A
C
A
D
Good
evening
community
budget
Advisory
Committee,
it
is
very
nice
to
see
you
all
in
person,
I'm
Budget,
Manager,
Carrie
Carlson,
and
we
added
this
information
and
updates
section
of
to
the
agenda.
So
it'll
be
a
regular
part
of
your
agenda
and
it
will
be
a
place
for
us
to
provide
information
in
response
to
questions
from
previous
meetings.
So
this
is
just
a
quick
presentation
just
to
follow
up
and
some
things
that
were
brought
up
last
week
at
the
first
meeting.
D
So,
as
I
said,
a
team
of
city
staff
is
analyzing
the
economic
impact
of
the
Cova
19
pandemic,
and
to
do
this
they
are
using
internal
knowledge
that
we
have
of
liquor,
lodging
and
admission
tax
collection,
since
we
collect
those
here
and
as
well
as
hotel
occupancy
trends
and
other
revenue
trends
in
conjunction
with
from
industry
experts,
so
just
to
list
out
those
industry
exports
for
you.
It's
the
hvs
lodging
tax
forecast,
the
Moody's
Analytics
revenue
forecast.
We
use
Green
Street,
Advisors
operating
statement,
forecasts
CBRE,
u.s.
D
hotel
outlook,
the
Smith,
Travel
Research
STR
reports
and
then
also
our
Bloomington
Convention
and
visitor
Bureau
statistics.
So
does
some
more
information
about
that,
and
then
we
thought
this
might
be
helpful
as
we
were
talking
about
property,
tax
statements
and
property
tax
levy
last
week
and
the
different
taxing
jurisdictions.
So
here
we
have
three
samples
just
to
share
with
you
and
how
the
home
value
a
residential
home
value
affects
the
property
tax
distribution.
D
So
the
tax
levy
amount
is
just
a
set
amount
that
the
council
approves,
but
it's
divided
among
all
the
property
tax
payers
in
bloomington.
So
in
this
example,
if
the
home
value
is
$200,000,
then
you
can
see
the
city
property
tax
portion
would
be
seven
hundred
and
fifteen
dollars
for
the
year
or
5959
a
month,
and
then
the
county
property
tax,
Hennepin
County,
would
be
seven.
D
Forty
to
sixty
three,
the
school
district
property
tax
would
be
seven
hundred
fifty
one
dollars,
thirty
seven
cents
and
then
that
other
property
that's
kind
of
a
catch-all
and
the
big
ones
that
are
in
there
there's
other
ones.
But
art
would
be
met,
transit,
Three,
Rivers,
Park,
District,
the
housing
redevelop,
we
don't
Redevelopment
Authority.
So
if
you
looked
at
all
that
together,
that's
gonna
make
up
the
total
property
tax
bill
for
this
example
home
for
2020
at
two
thousand
four
hundred
five
dollars.
D
So
that's
a
two
hundred
thousand
dollar
and
then
just
show
what
we
always.
We
look
a
lot
when
we're
looking
at
the
tax
levy,
how
it
affects
the
median
value
home
and
for
2020
tax
purposes,
the
median
value
home
the
valuation
is
two
hundred
eighty,
three
thousand
nine
hundred.
So
for
that
the
city
property
tax
portion
of
a
property
tax
bill
is
one
thousand
seventy
six
dollars.
D
Seventy
nine
cents-
and
that
is
an
eighth
know-
divided
by
12-
is
eighty
nine
dollars
and
73
cents
per
month
and
then
the
county
property
tax,
1118
dollars,
thirty
five
cents,
school
property,
tax,
1097
and
then
the
other
property
tags
295.
So
total
property
tax
for
this
meeting
value
home
with
all
of
those
taxing
jurisdictions,
3,500
$88
and
then
one
more
example.
D
Here
you
can
see
this
one
there's
a
home
value
of
350,000,
so
you
can
see
the
trend,
the
higher
the
valuation
for
the
home,
the
higher
all
of
these
are
going
so
for
this
one
city,
property,
tax,
1361,
County,
property,
1414,
school
property,
one
thousand
three
hundred
seventy
and
then
the
other
property
tax.
Seven,
three,
seventy
three!
D
We
said
last
week
we
reduced
2.9
million
dollars
and
we're
also
using
reserves
as
a
way
to
offsets
the
drastic
revenue
losses
that
we
are
experiencing
and
I'm
going
to
continue
to
experience
in
2020.
So
just
to
make
the
point
that
what
we've
done
so
far
aren't
it's
not
long-term
solutions.
It's
a
kind
of
a
fix
for
2020,
because
some
employees
they
were
furloughed
in
a
number
of
our
seasonal
positions
that
we
would
normally
hire
that
was
dramatically
reduced
because
can't
programs
were
cancelled.
D
D
If
people
have
left
the
city
they're
being
left
open
if
possible
and
hiring
of
critical
positions
as
being
in
the
lane
as
long
as
possible
for
savings
and
then,
as
we
said
last
time
as
well,
the
annual
PMP
management
program,
the
sealcoating
that
was
decided
to
not
do
that
in
2020
to
save
money,
but
that's
something
that
we
would
want
to
do
every
year
and
also
capital
spending
that
was
scheduled
for
this
year
was
deferred.
But
again
that
needs
to
be
addressed
in
the
future
and
then
also
to
address
the
2020
budget
shortfalls.
D
So
it
can
get
us
to
that
next
property
tax
collection
cycle,
and
so
it's
just
a
illustrating
our
highlight
again
that
the
use
of
fund
balance
reserves.
It's
just
it's
a
one-time
strategy
that
we
can
do
now
to
face
this
crisis,
but
we
can't
use
that
again
in
2021
and
that's
all
I
had
is
there
any?
Are
there
any
questions?
Thank.
E
Chair
not
to
belabor,
but
Kerry
I
was
interested,
so
this
40
percent
number
was
a
little
higher
than
the
recommended
or
the
minimum.
That's
required
by
statute
of
a
35
percent
I'm
just
curious.
What
would
that
35
percent?
What
would
that
reserve
amount
or
fund
be
envisioned
to
be
used
for,
but
for
this.
D
Well,
the
purpose
of
having
reserves,
sharon,
peterson
and
committee
members
is
really
first
situations
like
we're
facing
right
now.
I
mean
this
is
unprecedented
and
the
financial
crisis
that
we're
having,
but
it
is
to
have
funds
in
case
things
come
up
that
we
need
to
be
able
to
have
reserves
on
hand
to
handle
so
using
the
reserves.
Right
now
is
really
the
reason
that
there
there
Thank
You.
A
F
Chair
and
go
ahead,
mr.
John,
the
other
thing,
it's
not
so
much
the
case
in
Bloomington,
because
Bloomington
obviously
has
a
diverse
amount
of
revenues
that
come
in
with
many
cities
in
Minnesota,
the
the
general
fund
reserve,
essentially
as
a
cash
flow,
a
fund
because
many
of
the
cities
in
the
state
of
Minnesota
received
the
vast
majority
of
their
revenue
from
property
tax
and
the
property
tax
is
only
remitted
to
the
city
twice
a
year
from
the
county
when
it's
collected
and
that's
usually
in
July
in
November.
F
So
there's
a
period
between
that
November,
middle
and
July,
where
they
don't
have
many
other
revenues
coming
in.
So
the
fund
balance
reserve
is
generally
pegged
by
a
lot
of
cities
to
be
about
half
of
your
operating
budget
so
that
you
can
cover
cash
flow.
That's
not
the
case
here
so,
but
that
that
is
the
case
in
many
cities.
G
F
Mr.
chairs
committee
members,
the
the
federal
government
did
their
cares,
Act,
which
was
their
emergency
funding
for
expenses
related
to
Kova
back
in
at
the
end
of
March,
and
the
state
of
Minnesota
is
the
administrator
of
those
funds.
The
legislature
is
still
debating
what
the
allocation
formula
is
going
to
be
to
Minnesota
cities
and
counties,
with
the
exception
of
Ramsey
County
and
any
Penofin
County,
which
were
direct
recipients
because
of
their
population.
F
So
the
rest
of
the
state
is
waiting
for
the
legislature
to
figure
out
what
that
allocation
amount
is
going
to
be
the
the
most
recent
funding
formula
that
is
being
negotiated.
He
is
at
six
point
seven
million
dollars
for
Bloomington,
which
would
certainly
help
us
20:20.
But
the
caveat
is
that
again,
those
are
four
expenses
incurred
as
a
result
of
the
pandemic.
F
Much
of
the
circumstance
that
Bloomington
is
experiencing
this
year
is
directly
related
to
revenue
loss
because
of
the
lodging
tax
and
and
the
admissions
tax
which,
between
the
two
of
them,
make
up
about
12
and
a
half
percent,
or
so
of
the
city's
general
fund
operations.
So
the
prospects
for
Congress
to
pass
another
stimulus
bill
seem
to
be
declining
I
think
every
day
that
they
don't
act
on
something.
So
there's
there's
a
lot
of
discussion.
F
C
A
Have
an
idea
of
how
much
expenditure
you're
gonna
have.
That
would
be
countable
against
that
six
million
dollars
right
now,
because
it
sounds
like
what
you're
telling
us
is
that
that
might
be
able
to
be
used
for
things
that
we're
not
doing
right
now,
but
to
the
extent
that
we
haven't
had
a
countable
expenditure
right
now,
it's
not
going
to
be
accessible.
Does
ya.
F
Committee
members,
the
the
eligible
expenditures
that
we
have
incurred
thus
far
are
probably
in
the
neighborhood
of
1.1
to
1.2
million
dollars
when
you
total
up
our
salaries,
overtime
purchases
that
we've
had
to
make.
As
a
result,
some
of
the
exposure
that
we
have
for
kovat
related
illnesses
and
work
comp
exposure,
those
types
of
things,
the
City
Council-
is
going
to
be
considering
a
couple
of
additional
expenditures
on
Monday
night,
one
aimed
for
aimed
at
helping
the
business
community.
So
any
funds
that
we
direct
towards
small
business
assistance
in
the
community
are
considered
eligible
expenses.
F
The
council
will
have
a
recommendation
from
staff
for
a
1
million
dollar
program
on
Monday
night,
we're
also
through
the
city's
HRA
directing
funds
to
veep
for
rental
assistance.
That's
another
eligible
expense
of
the
city
determines
that
more
rental
assistance
dollars
are
needed
in
the
community
that
that
will
be
considered
as
well.
A
You
any
final
questions:
okay,
thanks
a
lot
Kerry
move
on
on
the
agenda
to
talking
about
the
project
charter,
a
copy
of
that
in
the
agenda
materials
printed
agenda,
materials
and
it
was
in
the
agenda,
materials
were
sent
out
and
I
think
probably
the
best
way
to
do
this
is
we
could
quickly
go
slide
by
slide.
Are
you
controlling
mr.
F
F
In
other
words,
you
know
what
what
does
the
community
desire
in
terms
of
a
reasonable
tax
burden
for
the
services
they
receive
and
then
engaging
with
the
community
to
get
their
input
on
those
services
and
then
finally
producing
recommendations
to
the
council?
The
scope
of
work
is
really
defining
the
areas
of
the
budget
that
I
think
we'll
spend
the
most
time
on
as
a
committee,
and
so
what
you'll
see
there
is
a
phrase
that
we
use
called
tax-supported.
F
Like
I
said,
we
have
a
diverse
array
of
revenue
sources
for
the
city
in
a
number
of
different
funds.
I
think
we
have
thirty
thirty-one
funds
across
the
city.
Not
all
of
those
are
tax
supported.
Some
of
them
are
fee
supported.
Some
of
them
come
from
other
units
of
government
in
the
in
the
form
of
grants,
so
we're
going
to
focus
on
the
ones
that
directly
impact
residents
and
business
taxpayers
through
their
property
taxes
and
those
four
funds
that
are
listed
there.
F
F
Those
are
utility
funds
that
are
operated
based
on
the
monthly
utility
fees
that
are
assigned
there,
they're
not
related
to
property
taxes.
The
enterprise
funds
are
our
recreation
facilities.
The
Center
for
the
Arts
is
a
an
enterprise
fund,
Bloomington
ice
garden,
the
the
golf
operations,
the
family,
Aquatic
Center,
so
those
are
tax,
supported,
recreation
facilities
and
then
the
last
one
spent
select
special
revenue
funds,
our
communications
division,
our
fire
pension
fund.
They
have
a
level
of
tax
support
as
well.
F
F
In
addition
to
the
budget,
the
objectives
we
walked
through
last
week,
making
recommendations
easy
to
understand
for
the
community
and
for
the
council
that
they're
reflective
of
community
input,
the
community
engagement
aspect,
inclusive
of
the
best
interests
of
the
community
I-
think
that's
going
to
be
a
good,
robust
discussion
about
how
one
we
define
the
best
interests
and
one.
How
do
we
define
the
community
that
we're
serving
that
it's
aligned
with
the
council
strategic
priorities?
F
F
As
you
think
about
these
things,
I
think
that
we
could
probably
come
up
with
two
or
three
pages
of
potential
risks
and
influencers
on
the
city
budget
and
and
for
what
we're
facing
in
the
next
couple
of
years,
so
I
tried
to
highlight
the
ones
that
are
I
think
most
commonly
viewed
as
likely
to
occur
or
likely
to
influence
the
committee's
work.
When
we
look
at
risks,
those
are
the
that's
the
technical
side
of
the
project
and
the
people
side.
The
influences
are
the
events
or
circumstances
expected
to
occur.
F
While
the
committee
is
working,
dependencies
are
the
the
people
and
the
processes
and
the
systems
that
are
going
to
be
impacted.
As
a
result
of
these
conversations
and
we
broke
the
risks
out
into
two
categories:
there's
a
risk
of
moving
forward,
there's
a
risk
of
not
moving
forward
in
the
in
the
risk
of
not
moving
forward,
which
is
the
second
group
I,
think
it's
safe
to
say
that
the
community
would
suffer.
If
the
committee
made
a
decision
that
you
know
they
weren't
able
to
get
to
recommendations
simply
because
this
is
a
unprecedented
time.
F
They're,
probably
going
to
be
a
number
of
hard
decisions
that
have
to
be
made,
and
the
community
is
going
to
be
concerned
about
how
that
impacts,
services
that
they
have
maybe
received
for
a
long
time.
So
we
want
to
make
sure
that
the
participation
of
the
community
is
is
really
evident
in
this
process
and
by
not
not
doing
this
format
I
think
loses
an
opportunity.
They
also
miss
out
on
a
fresh
perspective.
F
The
fact
that
we
have
the
nine
of
you
sitting
here
doing
something
different
than
what
we've
ever
done
before,
when
it's
typically
just
been
a
staff
and
council
exercise
to
put
together
the
budget.
This
is
this
is
again:
if
you
don't
do
it,
it's
lost
opportunity
to
try
something
new
and
to
really
demonstrate
an
innovative
way
to
look
at
the
budgeting
process.
From
a
community
perspective,
the
risks
of
moving
forward
you'll
see
a
tea
and
a
pea
behind
each
of
those.
So
tea
is
the
technical
side
of
things.
P
is
the
people
side
of
things.
F
We
want
to
make
sure
we
stay
within
scope,
I
think
it's
going
to
be
pretty
easy
to
run
out
on
tangents
every
now
and
then,
and
so
I'll
look
to
the
chairs
to
help
us
out
there
when,
if
our
conversations
seem
to
be
wandering
a
little
bit
communications
and
and
messaging
to
the
community.
If
it's
not
consistent,
if
it's
not
well
thought-out,
when
we
are
communicating
making
sure
that
we're
not
suggesting
their
presupposed
outcomes,
I
think
that
would
really
jeopardize
the
the
perception
of
the
committee's
independence
from
the
City
Council.
F
If
it
appears
that
we're
making
decisions
early
in
the
process,
our
engagement
efforts
are
going
to
coincide
with
the
fact
that
we
have
a
national
and
a
state
election
going
on.
At
the
same
time,
it
may
be
hard
to
get
people's
attention,
so
we're
gonna
have
to
work
pretty
hard,
I
think
to
break
through
some
of
the
clutter
and
the
noise.
F
We
have
some
vendor
tools
for
engagement
related
to
budget
that
we're
gonna
be
trying
out
for
the
first
time
usually
around.
Here
we
like
to
make
sure
that
we
have
things
buttoned
up
pretty
tightly
and
almost
perfect
before
we
put
them
in
practice,
so
we're
gonna
have
to
get
comfortable
with
discomfort
in
trying
out
some
new
products
on
the
fly,
which
is
what
we're
gonna
do.
One
of
them
is
called
balancing
act
if
we
decide
to
continue
our
subscription
with
them,
which
currently
is
in
a
trial
stage.
F
The
other
is
a
an
online
engagement
tool
called
pokel,
both
of
them
look
promising,
but
I
think
they
have
some
limitations
too.
We're
going
to
just
find
out
how
promising
they
are.
As
we
go
work
product,
you
know,
there's
a
risk
that
it
doesn't
meet.
The
council's
expectation,
so
I
want
to
make
sure
that
we
have
good
communication
back
and
forth
throughout
the
process
the
information
flowing
to
the
counsel.
So
they
know
what
you're.
Looking
at,
what
you're
doing,
recommendations
that
didn't
have
realistic
options,
I
think
would
would
undermine
the
effectiveness
of
the
committee.
F
F
You
know
we're
probably
going
to
have
some
conversations,
it's
going
to
be
hard
for
them
to
listen
to
and
so
making
sure
that
we're
mindful
of
how
we
talk
about
the
city
services,
how
we
talk
about
the
people
who
work
for
the
residents
and
the
businesses
of
Bloomington
and
then
certainly
for
staff,
it's
our
job
to
make
sure
that
we're
tending
to
the
concerns
of
city
staff
as
we
go
through
this
process
and
then
for
committee
members.
We
are
really
cognizant
that
we've
asked
something
hard
of
this
group
and
on
social
media
and
other
places.
F
Not
everybody
plays
fair
right,
and
so
there
there
may
be
some
some
some
rough
things
out
there
about
the
work
that
the
committee
is
doing
and
I
can't
promise
you
that
we
can
protect
from
that.
But
we
want
to
be
mindful
that
you're
doing
a
service
for
the
community.
By
being
here,
we
want
to
make
sure
that
that
message
gets
out
to
the
community
and-
and
we
want
to
make
sure
that
your
neighbors
and
your
your
co
residents
here
recognize
and
appreciate
the
effort
that
you're
making
her
for
the
influences.
These
are
pretty
straightforward.
F
The
economy
is
obviously
a
big
influencer
actions
that
the
federal
or
the
state
government
may
take
with
additional
legislation.
That
third
bullet
point
is
is
an
important
one.
Credit
rating
agencies
as
a
result
of
the
pandemic,
not
just
in
Bloomington
but
around
the
country,
may
be
going
back
and
looking
at
the
assumptions
that
they
have
for
municipalities
and
how
they,
how
they
rate
those
municipalities,
I,
think
many
of
you
are
aware.
F
Bloomington
is
very,
very
proud
of
the
fact
that
we're
one
of
40
cities
in
the
country,
the
whole
country
that
has
a
triple
triple-a
rating.
In
other
words,
we
have
the
highest
credit
rating
possible
from
the
three
major
rating
agencies
of
Fitch
Moody's
and
Standard
&
Poor
and
have
for
1215
years
since
so
16
years
now.
F
So
we
we
put
a
lot
of
stock
in
the
information
that
we
get
from
the
credit
rating
agencies
and
what
they
are
looking
at
to
maintain
that
level
and
that's
that's
not
something
we
do
just
for
bragging
rights
that
translates
directly
into
savings
for
taxpayers
whenever
we're
issuing
debt,
because
the
highest
credit
rating
obviously
assures
us
the
lowest
possible
interest
rate
whenever
we're
in
the
market
selling
that
debt
and
for
15
years,
the
city's
done
really
well.
So
that's
a
that's,
always
been
a
top
consideration
and
you
know
it's
possible.
F
That
externalities
may
cause
the
council
to
reprioritize
some
strategic
efforts.
What
we've
seen
over
the
last
few
weeks
as
a
result
of
the
the
death
of
George
Floyd
and
the
way
that
communities
have
responded,
not
just
in
Minnesota
but
around
the
country,
has
changed
the
narrative
in
a
lot
of
places
and
I'll
tell
you
straight
out
that
here
at
the
city
where
we
did
have
equity
and
inclusion
as
one
of
the
council's
strategic
priorities,
there
is
a
much
sharper
focus
on
that
and
a
greater
urgency
to
start
demonstrating
progress
in
that
regard.
B
F
The
composition
of
the
ELT,
and
then
we
have
our
key
budget
preparation
staff,
so
those
tend
to
be
division.
Managers
in
each
of
the
departments,
communications
staff
will
help
us
execute
our
communications
plan.
Our
staff
in
community
outreach
and
engagement
to
get
community
input
as
we
go
and
then
our
racial
equity
coordinator,
who
will
make
sure
that
we
are
reaching
underrepresented
and
by
POC
communities
that
that
acronym
by
POC,
if
you're,
not
familiar
with
that,
he
is
black.
F
You
know
one
of
the
indicators
that
we
look
at
for
the
future
is
the
demographics
of
the
school
and
the
total
population
of
Bloomington
is
about
30%
people
of
color
in
the
schools
it's
about
50%,
so
you
can
see
where
the
the
future
of
Bloomington
lies
and
it's
not
it's
the
not-too-distant
future
right.
So
understanding
how
issues
of
equity
and
access
and
opportunity
are
gonna
influence
the
future
decisions
we
make
for
the
community
measures
of
success.
F
F
Obviously,
we
want
to
have
well
researched,
financially
responsible,
understandable
recommendations
at
the
end
of
this
process.
One
question
that
I
would
look
to
the
committee
for
additional
insight
in
this
regard
is
how
do
we
know
that
we're
achieving
these
right?
So,
as
you
think
about
that,
if
you
have
specific
metrics
I
would
welcome
that
input
so
that
we
can
build
those
in
there
and
we
can
touch
base
throughout
the
process
to
come
back
to
this
and
see
how
we're
doing
stakeholder
analysis
really
straightforward
about
who
the
stakeholders
are
in
the.
F
If
you
feel
there's
somebody
that's
missing
from
that
list,
especially
as
you
get
to
the
external
internal
stakeholders.
Please
point
those
out.
The
time
line
is
the
last
page.
We
walk
through
that
a
little
bit
last
week.
The
last
couple
sections
here
which
aren't
filled
out
mr.
chair,
if
you
would
this
evening,
this
is
where
I'd
like
to
see
a
little
additional
conversation
and
it's
in
two
specific
areas.
F
The
composition
will
just
fill
in
committee
members
names
here,
but
the
method
of
operation,
especially
as
it
relates
to
decision
making
and
I,
think
it's
important
for
the
committee
to
have
an
understanding
and
an
agreement
at
the
beginning
of
this
process.
How
you're
going
to
make
decisions
as
you
go,
and
so
what
do
I
mean
about
them?
F
Another
method
is
just
the
consensus
based
approach.
Right
consensus
is
harder
in
the
consensus
approach.
Everybody
has
to
be
willing
to
say
that
yes,
they'll
they
can
live
with
the
outcome
of
the
decision
and
there's
a
real
power
in
consensus
is
that
everybody
has
to
be
able
to
get
to
a
common
place
of
understanding.
F
That
may
take
a
little
bit
more
time,
but
it
also
I
think
is
a
pretty
powerful
message
to
the
community
about
the
the
the
integrity
of
the
process
and
the
integrity
of
the
recommendations,
and
then
I
would
say
that
one
that
I
wouldn't
recommend
at
all
but
occurs
in
these
kinds
of
process.
Sometimes
is
the
majority
report
Minority
Report
right?
F
You
know
how
we
treat
each
other,
what
our
expectations
are
for
this
process
and
how
we
hold
each
other
accountable.
How
do
you
hold
staff
accountable?
How
do
you,
as
committee
members,
hold
each
other
accountable
to
make
sure
that
the
work
is
progressing
as
its
supposed
to
to
make
sure
that
the
discussion
and
deliberation
is
fair
and
respectful,
and
you
know
making
sure
that
all
voices
are
heard
in
the
process?
I
think
that
we
could
define
that
in
this
section
here
so
with
that
I
would
turn
it
back.
F
A
A
The
way
I
look
at
this
and
is
that
there's
likely
going
to
be
things
that
go
into
our
proposal
to
the
City
Council,
that
are
that
we
support
and
there's
gonna,
be
things
that
we
probably
don't
support
it.
But
my
goal
personally
is
to
try
to
create
a
package
that
we
can
all
look
at
it
and
say
as
a
whole
that
represents
you
know
a
set
of
good
ideas
for
the
community.
A
G
I'm
not
too
worried
about
selling
it
to
the
council,
I'm
more
worried
about
selling
it
to
the
community,
and
if
we
don't
have
one
message
and
we
may
be
able
to
say
you
know,
I
didn't
really
agree
a
hundred
percent,
but
I
can
live
with
it.
I
think
that's
about
as
far
as
I
dare
straight
instead
of
saying
you
know
as
a
five
to
four
vote
and
I
was
part
of
the
four
and
I
just
don't
think
I
got
hurt.
G
G
A
A
It
runs
into
the
kind
of
question
that
John
was
asking
about
kind
of
another
split
decision
at
the
end,
but
I
think
it's
important
that
that,
in
some
form,
people
are
on
the
record
of
saying
that
this
is
the
proposal
that
we're
going
forward
with,
so
whether
that
is
with
a
vote
or
we
kind
of
get
to
the
end
and
we
go
around
the
room
and
get
agreement
from
everybody
on
it.
You'll.
F
Mr.
chairs
and
committee
members
I
think
that
that's
possible
they
one
of
the
going
back
to
the
the
deliverables,
is
having
three
or
four
different
scenarios
for
the
council
to
choose
from
right,
and
so
this
is
where
I
think
the
the
likelihood
of
consensus
can
emerge
is
that
you
may
have
a
sense,
a
scenario
that
you
gravitate
towards
more
than
another
and
the
the
willingness
of
the
committee
to
put
both
of
those
ideas
or
a
couple.
You
know
several
of
those
those
ideas
forward
and
say:
yes,
I
can
live
with
that.
F
You
know
it's
not
it's
not
my
favorite
thing,
but
I
can
live
with
it.
That's
where
I
think
you
find
the
consensus
easier
and
I.
Don't
I,
don't
want
to
wave
a
white
flag
at
the
beginning
of
the
process,
but
there
may
be
some
issues
that
it's
just
really
hard
to
get
everybody
to
consent
to.
If
you
know
you
can
imagine
what
those
are,
whether
they're
drastic
reductions
and
services
or
a
reduction
in
staffing-
or
you
know,
or
a
significant
tax
increase,
going
the
other
direction
right.
F
It
may
be
hard
to
get
nine
people
to
come
together
around
those
ideas,
but
there
may
be
some
areas
you
find
common
ground,
I'm
hoping
that's
not
the
case.
I
hope
I
hope
that
we
can
get
to
a
place
where
you
can
do
a
total
package.
I
think
the
cop
I
think
the
committee
is
reasonable
to
assume
that
that's
a
possibility.
G
F
H
Decisions,
but
what
about
I
guess
my
question
is
about
timing?
Do
we
need
to
immediately
come
to
a
consensus
like
in
this
meeting?
Will
they
always
be
open
meetings,
whether
it
be
time
for
discussion
or
they'd,
be
closed
committee
meetings,
then
how
do
we
as
a
team
assure
that
the
loudest
voices
or
the
may
be
the
most
comfortable
voices?
Aren't?
The
ones
are
always
heard
as
I'm
trying
to
come
to
a
decision.
Yeah.
A
One
of
the
tactics
I
use
for
there
as
I
maintain
a
speaking
order,
and
if
and
my
personal
practice
on
that
is
that
if
let's
say
that
John
has
spoken
three
times
and
you
haven't
spoken
and
John
has
waved
his
hand
and
then
you
wave
your
hand.
You'll
go
first,
even
though
John
raised
his
hand
first,
because
John
has
already
spoken
three
times
so
part
of
my
one
of
the
tactics
I
use
is
I,
keep
track
of
how
often
people
people
are
speaking
and
try
to
bring
people
up.
A
Who
haven't
had
a
chance
to
have
the
input
yet
and
that's
a
that's
a
tactic.
But
ultimately
that
falls
on
kind
of
Neil's
and
my
responsibility
to
make
sure
the
people's
voices
are
heard.
When,
when
the
council
considered
the
charge
for
this
committee
that
they
created
one
of
the
things
that
they
said
was
it
was
going
to
be
an
open
process,
and
so
you
know
basically
we
need
to
follow
the
rules
of
the
Open
Meeting
Law,
which
means
I,
can
talk
to
marine
and
say:
hey
marine.
A
You
know
what
do
you
think
of
that
meeting
and
we
can
talk
like
that,
but
I
can't
I
can't
say
what
do
you
think
about
this
idea
and
call
marine
and
then
call
John
and
then
call
Jessica
and
then
call
you
on
the
phone
and
kind
of
build
a
majority
that
way
through
a
sequential
meeting
I
can't
I'm
not
allowed
to
do
that.
So
we're
gonna
have
those
conversations
and
the
meeting
in
this
venue.
A
H
Mr.
Church
I'm
wondering
about
the
timing.
My
recommendation
will
be
consensus
as
well,
but
to
keep
it
to
this
meeting,
because
otherwise
we
will
be
putting
a
lot
more
time
and
now
it's
it's.
Okay,
because
we're
working
from
home,
we
have
jobs
and
when
we
start
things
that
are
wrapping
up,
you
know
at
least
myself.
I
have
to
keep
up
with
work
and
traveling.
So
I
will
really
appreciate
if
we
keep
it
to
this
meeting
to
this
timing
that
we
committed
and
we
can
agree
to
whatever
the
points
are
yeah.
A
So
I
think
if
we
look
at
the
timeline
that
the
staff
put
together,
if
you
look
at
the
meetings
that
occur
in
August
and
September
and
probably
the
first
part
of
October,
that's
really
where
we're
gonna
get
traction
on
the
consensus.
Building
at
that
point,
so
I
think
there's
going
to
be
a
bunch
of
information
delivery.
A
We
are
gonna
have
to
have
some
preliminary
conversations
leading
to
the
kind
of
recommendation
to
the
council
on
the
levy.
The
maximum
levy
number,
because
that
that
how
that
number
gets
set
kind
of
set
the
constraint
on
the
set
of
options
that
we
have
available,
and
so
I
have
to
have
a
conversation
about
that,
and
that
conversation
is
necessarily
gonna
happen
before
we've
had
a
lot
of
conversation
about
options
and
building
consensus.
A
We're
gonna
have
a
series
of
decisions
that
we're
gonna
have
to
make,
and
one
of
the
things
that
we
have
to
do
is
we're.
Gonna
have
to
be
pretty
strict
about
time
management
and
consider
things
have
enough
of
a
conversation
to
be
able
to
have
a
consensus,
but
not
be
able
to
have
something
that
drags
on
forever.
A
That
may,
for
example,
cause
us
to
take
certain
issues
and
parking-lot
them
and
put
them
aside
so
that
we
can
go
and
get
other
decisions
done
and
maybe
give
people
time
to
think
about
it.
But
ultimately,
the
other
thing
that
we're
gonna
have
to
look
at
is
just
purely
kind
of
how
fine-grain
the
decisions
are.
That
we're
making
and
how
many
of
them
we
have
to
make,
because
if
we,
if
the
let's
say
that
we
had
to
make
a
hundred
decisions
by
consensus,
okay,
that
it's
gonna
be
very
difficult
in
that
two
month
period.
A
A
G
C
A
I
think
another
another
tactic
that
we
could
take
I
think
to
try
to
address.
What
your
concern
is
saw
is
is
that
we
could
start
off
by
making
decisions
on
consensus
and
kind
of
look
at
the
things
that
happen
the
parking
lot
and
we
could
make
a
decision
collectively
as
a
group
that
we
at
the
end,
we
may
have
a
couple
votes
on
things
and
to
make
difficult
decisions
and
kind
of
do
things
that
way,
but
try
to
drive
the
majority
of
the
process
around
a
consensus
space
process.
A
The
other
thing
that's
gonna,
be
interesting,
I
think
about
this,
and
you
know
the
manager
point
that
pointed
this
out
is
that
we're
really
expected
to
build
a
couple
of
options.
Okay,
so
the
question
on
many
of
these
things
isn't
going
to
be.
You
know:
do
I
value
this
over
that
it's
more
like
at
this
level
of
resources.
What
are
the
things
that
we're
gonna
want
to
do
and
at
this
smaller
level
of
resources?
What
are
the
things
that
we're
gonna
want
to
do
at
that
level
and
at
a
bigger
love
of
resources?
A
What
would
we
want
to
do?
And
then
we
can
present
those
options
to
the
council
and
the
council
can
ultimately
make
a
decision
about
picking
one
of
those
by
my
guess
at
the
council
as
well
happen
is
that
they'll
pick
one
and
they'll
likely
tweak
it
a
little
bit.
I
think
that
the
likelihood
that
they're
gonna
wholesale
adopt
something
else
is
not
super
high,
but
I
think
the
likelihood
that
they'll
take
one
of
our
options
and
adopt
it
on
modified
owes
also
there's
also
pretty
low,
so
I
think
we
you're
I.
B
Thank
You
mr.
chair
committee,
members
I,
am
for
the
consensus
process,
with
the
understanding
that
we
have
a
discussion
on
setting
some
criteria
around
what
this
consensus
is
going
to
look
like.
So
you
know
yes
up
or
down
votes
that
kind
of
thing.
I
think
we
just
need
to
have
a
clear
understanding
of
how
we're
gonna
get
to
that
consensus,
and
maybe
it's
a
three
step.
You
know
parking
lot,
I,
don't
know,
but
I
think
there's
got
to
be
some
clear
criteria
that
we
should
use
if
we're
gonna
and
it
sounds
like
we're.
B
B
Initially
I
thought
three
or
four
makes
a
lot
of
sense,
but
when
you're
bringing
forth
three
or
four
scenarios,
you're
gonna
create
some.
You
know
who
likes
scenarios
one
through.
You
know
first,
second
and
third,
you
know
how
are
we
are
we
gonna
prioritize,
our
top
three
in
order?
Are
we
just
gonna
say
here?
Are
three
scenarios
and
I
think
it
might
be
a
challenge
to
come
up
potentially
with
three
or
four
scenarios?
B
I
mean
I,
think
we
we
can
strive
for
that,
but
just
looking
at
what
is
in
front
of
us
there's
a
lot
of
unknowns
that
we're
dealing
with
today
as
we
move
forward
through
the
time
table
we
have
to.
We
have
to
be
nimble
because
the
economy
can
turn
very
rapidly,
which
is
going
to
affect
some
of
the
decisions
we've
made
along
the
way.
So
I
would
say
yes
to
consensus
to
that.
We
have
some
criteria
around
the
consensus
process
and
define
what
that
is
so.
A
A
We
need
to
come
back
with
a
little
bit
more
of
a
concrete
proposal
on
how
we
go
about
achieving
that
in
a
way
that
that
gets
all
of
the
information
out
gets
people's
points
of
view
talked
about
and
is
time
efficient
in
the
same
way,
because
if
we're
building
a
couple
different
sets
of
proposals
and
we
and
we're
constrained
on
time,
we
need
to
have
something.
That's
gonna
work
that
way
and
that
that
we
have
another
conversation
next
week
and
more
detail
about
how
that
might
work.
Are
people?
A
F
A
Then,
on
the
question
of
the
conduct
and
I
think
the
the
question
here
is
I.
Think
John
talked
a
little
bit
about
this
when
he
was
talking
before,
but
I
think
that
you
know
I
really
want
to
get
to
the
point
where
we
have
a
proposal
that
we
all
can
go
out
and
support
in
the
community,
because
I
really
think
at
this
particular
point
in
time.
The
community
needs
that
or
a
set
of
two
or
three
options
that
we
can
say.
You
know
two
more
to
the
point
these
are.
A
H
A
F
No
mr.
chair
and
committee
members,
I
wasn't
I,
wasn't
thinking,
we'd
have
a
code
of
conduct
per
se.
This
is
to
what
I
said
as
I
walked
through
this
really
more
of
a
value
statement.
I
mean
these
are
the
these.
Are
the
values
we're
gonna
bring
to
our
conversations,
and
so
the
you
know,
words
that
you
might
think
about
our
collaboration,
respect
fairness,
those
types
of
things
just
so
somebody
looking
at
this
process
gets
a
sense
of
how
you
how
you
want
to
treat
each
other
in
this
process.
You
had.
H
A
F
Chair
and
committee
members-
we've
never
had
a
committee
like
this,
so
we
don't
have
a
policy
about
that.
So
I
think
at
the
outset
we
asked
you
to
tell
us
honestly,
if
you
felt
you
could
commit
to
it.
We
don't
expect
that
you're
going
to
be
able
to
make
every
single
meeting.
We
recognized
one
it's
summer,
two
you're
busy
people,
and
so
things
are
going
to
come
up
I
just
that
all
the
committee
members
are
going
to
continue
to
do
their
best
to
be
here.
We
can
continue
to
provide
virtual
participation
options.
F
G
G
Do
you
help
surface
the
various
different
issues
that
the
council
and
the
mayor
are
gonna
have
to
wrestle
with
them,
and
this
can
be
a
forum
for
that
in
a
very
respectful
and
a
healthy
way,
because
if
there
are
tough
decisions
to
be
made,
we
have
to
understand
the
ramifications
and
it's
going
to
be
through
kind
of
challenging
and
probing
one
another
and
others
in
the
community
that
will
bring
that
to
surface.
So
if
we
can
work
that
into
some
of
the
value
statement,
that'd
be
helpful.
Okay,
thank
you.
Any.
A
D
D
So
the
agenda
this
evening,
I'm
gonna,
talk
in
more
detail
about
the
budgeted
funds
that
Jamie
mentioned
the
ones
that
receive
property
tax,
support
that
you'll
be
focusing
in
on
and
then
of
those
funds
that
you'll
be
looking
at
different
types
of
revenue
other
than
property
tax.
So
you
can
see
what
those
are
and
then
the
categories
of
expenses
and
then
look
into
the
components
of
the
tax
levy
and
just
talk
about
the
work
that
we're
gonna
be
doing
about
analyzing
cost
of
city
services.
D
So,
as
Jamie
mentioned,
we
have
more
than
31
funds
with
our
fund
accounting
for
the
city,
but
the
ones
that
have
an
annual
budget.
We
have
31
that
happen.
Each
one
has
to
be
approved
by
the
City
Council
before
the
end
of
the
year
and
they're,
the
general
fund.
That's
our
largest
one,
there's
just
one:
there
are
internal
service
funds,
enterprise
funds
and
special
revenue
funds.
That's
what
make
up
the
31.
D
They
all
have
annual
budgets
and
just
as
a
reminder
from
last
week,
the
other
types
of
funds
that
are
not
included
in
this
annual
budget
process.
We
have
capital
funds,
we
have
several
capital
funds
and
the
council
separately
approves
those
individual
capital
projects,
as
opposed
to
the
entire
funds
budget
and
a
lot
of
times
those
will
span
if
it's
a
construction
project
more
than
one
year
and
then
the
debt
service
fund.
When
we're
selling
bonds
issuing
debt,
the
council
separately
approves
those
bonds
sales
as
well.
D
So
just
to
remind
you
about
those
so
of
those
31
funds,
we
are
going
to
focus
in
on
17
that
are
either
directly
supported
by
property
taxes
or
indirectly.
In
the
case
of
the
internal
service
funds,
so
just
some
more
information,
at
least
17
funds
that
you're
going
to
become
very
familiar
with
so
the
general
fund.
That's
our
largest
fund,
79
million
dollar
budget
for
2020
and
68
percent
of
the
revenues
or
54
million
are
from
property
taxes
in
the
2020
budget
that
was
approved
and
then
in
the
special
revenues.
D
There's
just
two
that,
in
addition
to
the
special
revenues
that
they
receive,
also
have
property
tax
support
and
then
there's
ten
enterprise
funds
and
six
of
those
have
property
tax
support
along
with
their
user
fees
and
then
those
internal
service
funds.
There
are
eight
of
them
and
just
want
to
make
the
point
that
they
support
these
funds
that
receive
property
taxes
and
they
also
receive
support
funds
that
do
not
receive
property
taxes
like
the
water
fund
and
wastewater
fund.
D
Those
revenues
are
coming
from
utility
fees
on
utility
bills,
so
so
they
support
both
and
then
this
side
it
just
this-
has
them
all
listed
out.
So
the
two,
the
special
revenue
fund,
I,
think
Jamie,
mentioned
this:
our
communications
fund
and
the
fire
pension
fund
for
that
fire
pension
obligation.
There
were
cities
responsible
for
in
the
enterprise
funds,
along
with
the
for
recreation
funds
which
the
for
the
golf
ice
garden
aquatics
and
the
Center
of
the
Arts.
D
The
solid
waste
utility
does
have
some
property
tax
support
and
I'll
get
into
that
details
a
little
bit
here
and
then
also
our
motor
vehicle
fund.
That
is
a
fund
that
did
not
used
to
need
property
tax
support,
but
in
recent
years
does
and
then
there's
the
eight
internal
service
funds.
We
have
a
fleet
maintenance
fund,
Public,
Safety
technology
and
equipment,
I'm
an
insurance
fund
accrued
benefits
fund
for
the
compensated
absences
for
employees,
vacation
and
personal
time
that
we
are
liable
to
pay
when
they
leave
the
city.
D
Alright,
we
have
a
support
services
fund,
which
that
covers
the
mailroom.
We
have
an
in-house
print
shop
and
our
information
desk,
Information,
Technology
RIT
fund
and
then
facilities
and
Parks
maintenance.
So
these
are
the
seventeen
that
you're
gonna
be
getting
lots
of
information
about
in
these
coming
weeks.
D
So
what
I
did
is
this
is
a
list
of
the
types
of
revenue,
so
all
those
seventeen
funds,
I
put
them
all
together
for
2019
actual
revenues.
Now,
of
course,
some
of
these
2019
revenues
are
looking
very
different.
You
know
the
2020
revenues
a
lot
different,
especially
in
lodging
and
emission
taxes,
but
this
is
how
we,
this
is
how
it
came
out
for
2019.
So
these
are
these
17
budgeted
funds
revenues
all
put
together
and
of
all
of
them.
D
53
percent
is
property
tax
and
that's
50,
5.2
million
and
then
the
next
highest
of
all
of
them.
Those
are
that's
the
lodging
and
admission
taxes
and
as
I
mentioned
last
week,
so
that
for
2019,
that
was
10.5
million
and
we're
looking
at
that
to
be
like
meme's
six
and
a
half
million
for
2021,
hopefully,
and
we'll
have
better
information
on
that
as
we
continue
to
see
what
happens
in
the
industry.
But
so
that's
that's
really!
D
That
is
where
we
pay
for,
if
there's
diseased
trees
that
need
to
be
removed,
that
does
not
get
billed
out
on
utility
bills,
so
that
needs
some
property
tax
support
to
take
care
of
that
and
then
going
on
down.
You
know,
permits
business
licenses,
grants
recreation
program,
income,
investment,
income,
I'll
talk
about
some
of
the
things
that
are
in
here.
D
So
this
next
slide
it's
kind
of
hard
to
see.
But
what
the
visual
that
I'd,
like
you
to
see,
is
the
big
blue
like
more
than
half
that's
property
taxes.
So
we
do
have
other
revenues
for
these,
but
the
majority
of
his
property
taxes
and
then
I
did
the
same
thing
for
these.
Seventeen
funds
for
expenses
and
I
will
say:
I
took
out
when
we
talk
about
the
internal
service
funds,
I
took
out
the
internal
revenues
internal.
D
You
know
charges
to
just
look
more
at
outside
revenues
coming
in,
and
you
know
expenses
that
we
paid
to
you
know
outside
the
city.
What
I
want
to
point
out
on
this
is
the
majority
of
these
expenses
are
salaries
and
benefits,
so
it
was
a
city.
We
provide
services
for
the
community
and
a
lot
of
that
service.
D
Work
is
done
by
people
by
employee,
so
fifty-seven
point
four
four
percent
of
our
expenses
in
these
seventeen
funds
are
salaries
and
benefits,
and
then
the
next
highest
one
contract
services,
maintenance
utilities,
other
services
like
for
phones
and
other.
You
know
utilities
and
things
like
that.
Capital
outlay,
which
can
vary
from
year
to
year,
supplies
professional
services.
D
D
So
this
we
we
look
at
this
a
lot
with
the
City
Council
when
we're
looking
at
what
the
final
tax
levy
is
going
to
be
and
how
it
affects
the
median
value
home.
That
I
was
talking
about
earlier
this
evening.
So
this
was
our
2020
tax
levy,
the
total
tax
levy.
It
was
about
sixty
four
point:
seven
million
dollars-
and
these
are
the
different
categories,
so
general
fund
is
by
far
the
the
biggest
part
of
it.
D
At
fifty
four
million
for
the
2020
tax
levy
communications
fund,
we
had
two
hundred
fifty
thousand
dollars
the
motor
vehicle
fund,
125
thousand
the
solid
waste
fund
for
the
forestry
diseased
tree
removal,
185
thousand
Fire
pension
fund,
1
million
fifty
thousand,
and
then
the
Aquatics
fun,
1.2
million
1
million
for
the
Art
Center,
three
hundred
thousand
for
the
golf
courses,
80,000
for
the
ice
garden
and
then
the
Normandale
tax
abatement
district.
That
is
also
part
of
our
Lummi,
and
that
was
nine
hundred
fifty
thousand
dollars.
D
F
F
That's
one
where
the
state
regulates
the
fees
that
go
into
that
fund,
they
haven't
they've,
adjusted
it
once
in
the
last
seven
or
eight
years
that
that
fee
that
cities
can
collect
so
we're
running
at
a
into
taxpayer.
Support
where
historically,
we
haven't.
The
same
is
true
of
the
ice
Gardiner
we're
actually
pretty
fortunate
that
our
our
ice
garden
has
operated
in
the
black
for
many
years
and
I
would
say
many
years
longer
than
most
other
cities.
We
haven't
had
a
lot
of
capital.
It
hasn't
carried
a
lot
of
debt.
F
We
did
a
pretty
significant
project
in
the
last
couple
years.
It's
carrying
some
debt
now,
and
so
we
see
that
now
we're
having
to
put
taxpayer
support
into
it.
I
Serena's
can
operate
in
the
black,
but
usually
when
you're
putting
that
service
on
top
of
the
operations
it
doesn't
work
and
so
we're
starting
to
get
into
that
territory.
D
So
this
next
slide
I'm
just
describing
some
of
the
non
tax
revenues
that
come
into
these
funds.
So,
as
jamie
said
for
communications,
it's
franchise
fees
collected
by
Comcast
and
CenturyLink
and
then
from
motor
vehicle.
The
driver's
license
and
motor
vehicle
license
fees
that
are
set
by
a
state
statute.
In
this
past
year.
They
also
did
receive
some
one-time
transfers
from
other
funds
and
then
also
they
received
some
money
in
2019
from
the
state
to
offset
some
of
the
revenue
loss
due
to
the
min
Lars.
D
A
software
implementation
there's
a
lot
of
difficulties
with
that,
so
that
kind
of
helped
where
they
would
have
needed
even
more
property
tax
support
and
then,
as
I
said,
for
solid
waste.
Most
of
those
funds
revenues
coming
in
there,
it's
from
the
garbage
recycling
curbside
clean-up
in
admin
fees
that
are
collected
on
utility
bills,
but
then
the
this
property
taxes
for
the
costs
of
removing
diseased
trees
and
also
funds.
If
there's
storm
clean-up
that
are
needed
and
then
the
fire
pension
fund.
So
this
obligation
it's
also
funded
in
some
years.
D
If
there's
money
available
in
the
general
fund,
if
there's
been
positive
budget
variants
and
the
general
fund
that
can
go,
that
can
go
towards
some
of
that
can
go
towards
the
fire
pension
fund,
as
well
as,
if
there's
money
in
strategic
priorities,
there's
a
small
amount
of
money
from
the
state
for
the
fire
pension
for
state
aid.
But
but
it
does
require
quite
a
bit
of
tax
support
as
well.
And
so
what
does
the
Center
for
the
Arts?
D
So
there
is
some
revenue
from
ticket
fees
for
the
Schneider
theater
over
here
in
the
black
box,
theater
to
rehearsal
hall.
If
the
council
chambers
is
rented
out
or
dance
studio,
art
room,
but
it
does
require
a
million
dollars
in
property
tax
support
and
then
for
the
Aquatics
fun.
It's
the
beach
in
the
pool.
The
beach
requires
one
hundred
and
eighty
six
thousand
dollars,
but
they
also
there's
revenue
in
normal
years
a
little
different
this
year.
But
it's
the
daily
parking
passes
and
large
groups
swim
reservations
and
then
same
with
the
pool.
D
There's
daily
pass
admission
fees
and
after-hours
private
pool
rental
and
that
one
it's
over.
A
million
dollars
of
property
tax
support
about
six
hundred
thousand
of
that
is
getting
said.
A
sot
is
intended
to
be
set
aside
for
a
pool
vessel
replacement
that
will
be
coming.
I.
Think
in
2026
is
what
it's
on
the
CIP
for
and
that's
something
that
would
be
probably
one
of
the
things
that
this
committee
will
discuss
about,
whether
going
forward.
We
want
to
continue
to
do
that
or
we'd
rather
issue
debt.
D
One
of
the
things
for
this
for
2020
to
address
our
shortfall
was
to
not
make
that
transfer
for
this
year
and
then
further
golf
courses.
You
know
they
have
green
fees,
season,
passes,
driving
range,
fiends,
foot,
golf
fees,
cart
and
Club
rentals,
but
three
hundred
thousand
dollars
in
the
budget,
property
taxes
and
then
the
ice
card-
and
they
have
a
majority
of
our
fees-
are
from
ice.
Rentals,
open,
skiing
ice
skating
shows
things
like
that,
and
then
here
I
have
a
slide
in
you.
Stoppard
is.
A
There
was
one
one
thing:
I
wanted
to
point
out:
is
that
the
and
that
it's
the
fire
pension
fund?
And
so
just
so,
people
are
aware:
the
the
city's
obligation
to
the
fire
pension
fund
kind
of
tracks
directly
with
the
stock
market
effectively,
because
the
pension
fund
is
invested
in
accommodation
of
equities
and
bonds
in
order
to
pay
the
benefits
that
are
due
and
sure
the
the
CFO
could
talk
in
more
detail
but
effectively.
C
Mr.
chair
I
thought
some
of
the
committee
members
might
be
wondering
why
we're
just
talking
about
a
fire
pension
fund
as
well,
so
for
the
city's
full-time
employees
and
our
part-time
employees.
We
by
state
statute,
participated
in
a
statewide
pension
fund,
called
the
Public
Employees
Retirement
Association.
So
that's
got
our
city
employees
as
well
as
employees
of
all
the
other
cities
counties
townships
in
the
in
some
school
district
employees
in
the
state
of
Minnesota.
So
that's
set
up
as
a
pay-as-you-go
every
payroll
period.
C
We
send
the
contribution
into
the
statewide
fund
and
our
involvement
is
basically
done
at
that
point.
We
don't
manage
that
fun.
We
don't
watch
the
investment
returns.
We
don't
have
to
make
up
for
times
when
investment
returns
are
down
and
so
on.
So
the
cost
of
providing
a
pension
for
our
other
employees
other
than
our
paid
on-call
firefighters
is
built
into
that
personnel
cost
that
khari
showed
you
it's
a
percentage
of
salary.
C
Like
I
said
it
goes
out
the
door
every
two
weeks
when
we
run
payroll
our
paid
on-call
firefighters
are
not
part
of
that
statewide
pension
and
that's
the
one
fund.
That's
a
very
Bloomington
specific
fund,
it's
Bloomington's
money
is
invested,
our
liabilities
are
for
our
current
and
retired
firefighters,
and
so
we
have
to
manage
that
fund
and
watch
its
performance
and
its
liability
versus
its
I
mean
come
much
more
closely.
So
that's
why
you
see
it
called
out
is
its
managed
separately
and
locally
where's,
our
other
pension
ooh,
we're
part
of
a
statewide
group.
C
F
I
could
add
just
one
additional
point
to
of
this.
This
is
a
nice
little
setup
for
the
conversations
we'll
have
when
we
start
getting
into
the
department
operations.
Bloomington
is
a
what's
referred
to
as
a
paid
on-call
fire
department.
We
don't
have
full-time
firefighters
here
other
than
our
command
staff
and
then
some
fire
inspectors,
but
for
the
most
part,
115
or
so
firefighters
are
paid
on-call,
meaning
that
some
sometimes
they're
referred
to
as
volunteers,
they're,
not
volunteers.
Here,
they're
compensated.
F
F
And
so
the
other
thing
about
this
is
that
the
Bloomington
Fire
Department
has
been
able
to
maintain
a
strong
paid
on-call
department
because,
frankly,
they
have
what
might
be
the
best
pension
of
any
paid
on-call
department
in
the
state
of
Minnesota,
going
back
to
a
state
law
that
was
passed
in
1964
I
believe
that
pegged
firefighters
to
police,
sergeants
compensation.
So
there's
a
there's,
a
methodology
that
determines
what
their
pension
is,
that
influences
this
this
budget.
F
So
we
actually
don't
have
a
lot
of
control
over
this
other
than
the
number
of
firefighters
that
we
maintain
on
our
roster
and
then
whatever
their
length
of
tenure
is
so
as
we
go
through.
There's
a
fair
amount
of
understanding
about
how
the
different
operations
are
structured-
and
this
is
one
of
those
places
where
it's
it.
It's
really
unique
to
Bloomington
and
it
takes
a
little
bit
of
work
to
understand
it.
D
Thank
you
all
for
that.
Additional
information,
that's
helpful,
so
this
slide
the
same
20/20
property
tax
of
its
cities.
That
I
was
just
mentioning
but
I.
Just
to
give
you
some
context
of
how
that
falls
in
with
their
other
revenues.
This
is
a
slide
on
on
the
Left.
That's
the
property
tax,
seventy
subsidy
in
2020
and
then
you
know
the
2020.
This
is
budgeted
revenues
and.
D
So
you
can
see
like
for
communications.
It's
13%
is
property
tax
support
and
motor-vehicle
is
you
know,
17%
the
solid
waste
is
small.
You
know:
2%
fire
pensions,
39,
the
beach,
the
pool
in
the
center
for
the
arts
are
pretty
high
61
eighty
one,
eighty
four
and
then
golf
course
is
15
in
the
ice
garden.
Five.
So,
overall
with
all
of
these
21
percent,
these
are
the
non
general
fun
funds.
D
And
so
then,
just
for
this
kind
of
set
up.
What's
coming
so
in
the
coming
weeks,
this
committee
will
be
analyzing,
the
you
know,
programs
and
services,
and
these
funds
provided
by
the
city
and
the
associated
costs,
and
then
the
impact
on
the
tax
levy
to
determine
the
options
for
programs
and
services
that
can
be
changed
or
reduced
with
input
from
the
community
and
we'll
also
be
reviewing
costs
and
plans
for
a
short
term
long
term.
Capital
investment
and
the
objective
is
to
recommend
options
to
Council
that
reflect
what
community
members
value
most.
E
Church
one
more
technical
and
just
so
I
understand,
cuz
I
feel
a
feeling.
This
is
going
to
come
up
from
time
to
time.
There
were
about
eight
of
those
internal
Services
fund
and
I
was
kind
of
looking
at
what's
in
them,
and
it
struck
me
that
those
might
be
expenses
that
would
be
in
the
general
fund
if
they,
if
they
weren't
multi-year
type
things
it
looked
like
all
of
them.
E
D
Yes,
thank
you.
John
I'm
gonna
go
back
to
that
list
just
to
have
them
there.
Yes,
that
is
a
very
good
point.
So
for
the
you
know,
facilities
and
park
maintenance
find
or
the
public
safety
technology
equipment
like,
for
example,
those
funds
can
have
large
spikes
in
capital
purchases,
for
example
the
public
safety
technology
and
equipment
fund.
D
Let
me
into
the
budget,
so
those
internal
charges
that
go
to
the
other
funds,
part
of
it,
is
covering
the
operations
that
are
happening
right
now,
but
part
of
it
is
for
replacement
and
then
for
some
of
the
other
ones
like
for
accrued
benefits.
Those
are
not
compensated
for
the
compensated
absences
for
the
employees
are
paid
out.
We
need
to
have
you
know.
Ideally,
we'd
have
there's
a
liability.
D
There's
a
dollar
amount
that
relates
to
the
number
of
hours
that
all
the
employees
have
on
the
books
of
accrued
vacation
accrued
time
off,
and
you
know
the
chances
of
having
to
pay
that
all
out.
You
know
are
slim
like
at
one
time
that
the
whole
city
would
not
exist
and
that
would
all
have
to
be
paid
out,
but
we
normally
were
like
around
90
percent
funded,
so
the
liability
that's
out
there.
We
have
about
90
percent
in
the
reserve.
For
that.
D
With
this
current
situation,
we
brought
that
down
a
little
bit
feeling
that
comfortable
that
I,
we're
not
gonna,
have
to
pay
that
out
entirely.
So
that
is
reasons
why
part
of
it
is
for
having
that
built
up
and
the
reserves
for
those
spikes.
Other
reasons
are
to
kind
of
have
the
true
cost
of
what
these
public
services
cost
the
IT
cost.
E
Mr.
cherrick
area
I
thought
that
was
very
helpful
to
me
at
least,
and
the
only
other
thing
is
just
a
suggestion
or
thought
you
seems
like
the
conversation
over
the
next
few
months
will
focus
on
these
four
big
budgets.
The
general
fund,
the
internal
services
funds
in
like
I
think
it
would
be
interesting
at
some
point
to
hear,
though,
what
developments
in
some
of
the
other
funds
that
were
not
focused
on
might
mean
to
these
four
funds,
so
I
just
throw
that
out.
There.
F
There
we
go
committee,
members
I,
think
that's
a
really
good
question,
because
there
may
not
be
a
lot
of
inner
relatedness
between
the
funds
and
the
revenue
sources,
but
one
of
the
measures
a
lot
of
people
look
at
when
they
talk
about
the
bundle
of
goods
they
buy,
that
they're
buying
as
a
resident
or
as
a
business.
They
they
look
at
the
total
cost
of
government
right,
and
so
it's
what
they
pay
in
their
property
taxes,
it's
what
they're
paying
for
their
city
utilities.
F
You
know
their
utility
bill
every
other
month,
it's
what
they
pay
for
the
franchise
fees.
We
have
franchise
fees
on
your
electric
bill
and
your
gas
bill
that
primarily
go
to
fund
the
pavement
management
program
and
the
trail
management
program
in
the
in
the
city.
So
that's
a
stable
revenue
source
that
we
just
set
up
five
years
ago.
I
believe
is
when
we
first
adopted
the
franchise
fees
back
in
20
end
of
2015.
F
It
was
applied
in
2016,
you
know,
so
we
have
a
slide
that
I'm
surprised,
khari
hasn't
slipped
in
here
yet,
but
you
will
see
it
soon
in
the
next
couple
meetings
where
we
look
at
the
cost
of
government,
and
we
do
that
as
a
comparative
exercise.
Looking
at
our
pure
cities,
because
we
we
take
the
property
taxes
paid
on
a
median
value
home,
we
take
the
utility
bill
for
the
average
home.
We
take
the
franchise
fees,
the
cost
of
garbage
some
cities,
organize
it
some
cities,
don't
so
we
try
to
analyze
in
an
equitable
comparison.
F
F
But
we'd
like
to
talk
about
that,
because
we
think
that's
a
really
good
comparison
and
a
really
good
explanation
of
all
of
the
services
that
residents
buy.
So
your
point
is
a
really
good
one.
These
are
the
things
that
people
take
note
of
because
it
gets
the
most
media
attention.
Frankly,
because
every
year
the
council
has
to
have
a
public
hearing
to
talk
about
property
taxes
and
the
others
don't
get
much
attention.
But
we
try
to
make
sure
everybody
understands
all
of
what
they're
buying.
A
I
understand
that
some
of
the
special
revenue
funds
are
set
up
to
manage
monies
that
come
to
the
city
that
have
a
particular
purpose
and
where
we
need
to
segregate
it
and
handle
them
separately,
but
other
other
parts
of
the
special
revenue
funds
or
other
special
revenue
funds
I
think
have
potentially
revenues
in
them.
That
could
be
used
for
some
current
general
fund
expenses
and
so
to
the
extent
that
we
have
revenues
and
special
revenue
funds
that
could
be
used.
That
way.
D
F
The
they're
by
legislation,
the
defines
the
amount
that
we're
able
to
collect
Kerry
mentioned
this
last
week,
but
don't
ever
hesitate
to
ask
questions
over
and
over
again,
because
a
lot
of
this
is
like
it's
like
marketing
right.
You
got
to
here
at
7
times
before
it
finally
sticks
and
with
a
lot
of
these
revenue
and
expenditure,
questions,
we're
gonna,
we're
gonna,
be
talking
about
these
things
over
and
over
again,
because,
frankly,
it's
pretty
complicated
the
lodging
tax
in
Bloomington.
F
F
So
it's
a
it's
a
lot
of
money
and
that's
one
of
the
ones
that
frankly
were
most
concerned
about
to
the
chairs
point
earlier
about
some
of
the
unpredictability
of
various
revenues,
that's
one
that
may
take
longer
to
recover
than
other
revenues
do.
So
it's
it's
one
that
we'll
spend
a
lot
of
time
talking
about.
A
Okay,
thank
you.
Was
there
anything
else
we
wanted
to
have
on
the
agenda
for
tonight,
I.
D
F
F
The
racial
equity
plan
will
we'll
talk
about
that
next
week,
but
in
July
we're
gonna
start
diving
into
the
the
department's
more
deeply
right
and
so
I
think
it's
good
for
us
to
get
a
have
a
little
conversation
and
get
a
sense
from
you
about
the
kinds
of
questions
that
you
have
before.
You
have
a
lot
of
information
and
then
get
those
on
the
table
so
that
we
want
to
make
sure
that
you
have
the
information.
H
H
A
A
What
the
city
you
have
tons
of
flexibility,
and
so
we,
if
you
look
at
the
numbers
up
there
and
there's
always
impacts
of
moving
numbers
around,
but
we
we
basically
can
decide
to
have
put
the
impact
wherever
we
want
to
on
the
budget
and-
and
our
goal
is
to
try
to
do
that
in
a
way
that
respects
the
wishes
of
the
community
and
and
us
channeling
those
wishes.
So
did
you
have
another
question
or
was
that
okay,
rain.
B
Thank
you,
mister
chair,
just
a
question
as
it
related
to
the
expenditures.
I
believe
it
was
the
wages
and
salaries
which
were
carried
the
majority
of
the
expenses
over
50,
some
percent
with
that
being
said,
labor
agreements
that
the
city
has
how
many
labor
contracts
do
you
have.
Where
are
you
at
with
those
contracts,
because
I
think
the
benefits
and
wages
are
all
gonna
play
a
part
as
we're
looking
ahead
so
kind
of?
Where
are
we
at
with
the
the
labor
contracts
I.
C
A
B
A
F
A
A
C
C
C
So
those
three
unions
are
all
in
the
police
department
and
they
collectively
make
up
the
majority
of
the
staff
in
the
police
department.
We
have
some
civilian
employees
that
do
records
work
in
the
police
department
that
are
non-union,
but
so
three
unions
in
the
police
department,
and
then
we
have
two
other
unions.
C
One
is
our
ask
me
unit
and
they
represent
the
rank
and
file
in
our
Community
Development
Department,
so
building
inspectors,
city
planners
Assessors,
environmental,
health,
specialists,
HRA
staff,
probably
missing
a
couple,
but
there's
48
or
49
employees
in
that
union,
and
then
our
smallest
union
is
our
assistance
of
the
attorneys
and
we
have
six
employees
in
those
unions.
So
five
unions,
three
of
the
contracts,
are
settled
and
they
are
the
three
contracts
that
are
in
the
police
department.
C
Two
of
them,
the
police
officers
and
the
police
supervisors
were
settled
early
this
year
prior
to
the
pandemic
for
two
years.
So
we
are
contractually
obligated
to
3%
wage
increases
for
our
police
officers
and
our
police
supervisors
for
2021.
The
dispatch
union
is
settled,
but
it
was
only
settled
for
a
1
year
for
this
for
2020.
So
we
do
not
have
an
existing
known
obligation
for
2021.
C
The
to
ask
me:
contracts
are
still
under
negotiation
even
for
this
year,
so
they
those
employees
are
still
working
at
their
2019
wage
rates
until
such
time
as
we
reach
an
agreement
with
them.
So
that's
just
a
brief
overview
and
we
can
certainly
go
into
more
detail
about
dollar
amounts
and
so
on.
But.
A
What
other
things
that
I'll
just
add
to
that
is
that
the
least
when
I
was
on
the
council
there.
There
was
a
really
strong
value
of
treating
the
Union
and
employees
in
a
similar
way,
and
so
one
of
the
things
I
think
that
we'll
want
to
be
paying
close
attention
to
is
we're
talking
about
the
impacts
of
what
we're
doing
is
to
make
sure
that
that
continues,
because
that's
a
that's.
An
important
kind
of
factor
of
the
relationship
between
the
city
and
its
employees
is
making
sure
that
we
continue
that
so
go.
G
E
Mr.
chair
Jamie
I
really
appreciate
that
invitation
before
we
know
anything.
Well,
you
know
what
would
you
like
and
three
things
come
to
my
mind.
One
is
I,
think
it'd
be
very
helpful
to
get
your
sense
or
identify
where
there's
real
elasticity,
elasticity
or
dynamism
based
on
economic
factors
or
other
things.
E
I
think
could
be
really
helpful
just
to
see
and
then,
if
you
would
identify
the
time
bombs,
you
might
see
out
there
whether
they're
time
bombs
ticking
for
the
next
18
months
or
maybe
five
years
and
I
mean
that
might
come
naturally
to
you
as
well.
I,
don't
know
but
I
know
I,
don't
necessarily
know
what
what
a
city
government
of
our
size
might
might
have
out
there,
seven
years
or
even
seven
months
out,
okay,.
G
Josh
mr.
chairmembers
Jamie,
two
areas,
I
would
love
to
hear
more
about.
Firstness
will
come
as
no
surprise
to
you,
but
just
the
opportunities
for
young
people,
whether
that's
athletics
or
other
amenities,
which
gets
at
the
heart
of
kind
of
quality
of
life
for
families
that
can
help.
Then
I'll
talk
to
me,
attract
and
keep
families
to
support
our
schools
and
then
the
second.
G
You
know
whether
it's
you
know
opportunities
in
the
parks,
whatever
that
might
be
where,
where
do
we
want
to
be
so
that
we're
making
the
right
investments
in
some
areas,
and
we
don't
just
cut
across
the
board
in
ways
that
could
potentially
bring
us
in
a
direction
that
we
regret
in
the
future.
So
is
that
a
fair
question-
and
it
is
kind
of
just
thank
you.
A
G
Thank
you.
The
city
conducts
surveys
from
time
to
time
about
effectiveness
and
how
the
community
looks
at
different
services
that
are
offered.
Could
you,
at
the
appropriate
time,
have
that
information
available
as
another
filter
on
how,
in
the
past
or
recently
as
we
can
get,
how
the
community
looks
at
the
city
of
Bloomington
and
the
services
that
we
offer.
F
We
I
think
we
have
did
we
get
them
loaded
up
onto
the
website
the
residents
survey
from
last
year
and
then
our
most
recent
Business
Survey,
which
was
done
in
2018
I,
think
was
the
last
year
that
we
did
that
one.
We
will
actually
have
the
advantage
of
sort
of
real-time
feedback
through
the
survey
this
year.
Typically,
we
do
our
resident
survey,
which
we
do
every
year
by
the
way
with
the
National
Research
Center
they're,
headquartered
out
in
Colorado
and
they've,
been
doing
our
city
survey
for
about
10
11
years
running
now,
and.
F
Usually
we
do
that
in
May
and
get
the
results
in
June
or
July
because
of
the
pandemic,
and
recognizing
that
asking
questions
of
people
going
through
significant
distress
in
May
was
probably
not
going
to
yield
a.
Not
not
a
good
survey
result
I
think
a
realistic
perspective
because
of
what
everybody
understood.
It
was
a
really
really
difficult
time.
F
So
we
decided
that
we
were
gonna
push
the
survey
back
a
couple
months,
so
we're
actually
gonna
go
out
in
the
field
in
August
and
we
should
have
the
results
in
September
and
that
will
actually
allow
us
to
see
if
some
of
the
impacts
are
a
little
bit
more
persistent
and
long-lasting
than
just
that
initial
two
to
three
month
impact
when
you
know
people
are
getting
furloughed
and
we
had
the
shutdown
that
was
in
place
by
by
delaying
at
just
that
little
bit.
We
should
get
a
better
sense
of
where
the
community
is
at.
F
F
So
we've
actually
been
drawing
a
lot
of
resources
beyond
just
the
the
standard
city
data
that
we
have
so
I
think
that
we
can
probably
give
you
and
may
take
a
little
bit
longer.
But
we
can
probably
give
you
some
pretty
good
analysis
beyond
what
you
might
see
in
the
budget
book
and
I
and
I.
Think.
The
important
thing
is
to
figure
out
what
the
analysis
is
telling
us
right
to
what
to
what
purpose,
because
I
think
to
John's
point.
F
F
F
We
we
didn't
on
board
this
group
the
way
we
normally
would
with
our
Commission
members,
so
our
staff
will
be
getting
you
some
additional
information,
because
you're,
a
council
appointed
body
you're,
subject
to
the
Open
Meeting
Law,
so
we'll
make
sure
that
you
have
that
information,
but
now
to
the
point
that
the
chairs
made
the
decisions
have
to
be
in
this
environment
right
so
trying
to
formulate
a
majority
or
a
consensus
outside
of
this
room
is
not
permissible.
According
to
the
Open
Meeting,
Law
and
I.
F
F
We
don't
do
that
for
most
of
the
other
Commission
meetings,
except
for
Planning
Commission,
making
it
available
through
the
WebEx
turning
the
minutes
around
every
week,
so
we're
gonna
we're
gonna,
maintain
that
commitment,
so
that
the
community
can
keep
track
with
this
real-time
and
want
to
make
sure
that
they
know
the
conversations
that
are
formulating
your
recommendations.
Our
conversations
happening
here
so
we'll
follow
up
and
we'll
get
that
information
that
we
share
with
all
the
other
Commission's.
Thank.