►
Description
Bloomington Community Budget Advisory Committee Meeting
A
B
This
meeting
of
july
22nd
2020
of
the
community
budget
advisory
committee
to
order
first
order
of
business
is
approval
of
the
agenda.
B
C
All
right
well
good
evening,
community
budget
advisory
committee.
It's
good
to
see
you
tonight
and
before
I
get
started
with
the
information
and
updates.
I
just
wanted
to
point
out
that
you
have
some
handouts.
So
of
course
you
have
the
print
out
of
the
agenda,
but
then
there's
also
a
handout
with
some
information
that
jamie
wanted
to
share
with
you.
That
was
updated.
Do
you
want
to
talk
about
that?
A
little
bit
jamie?
C
What
okay,
so
there's
just
some
inform
some
more
information
just
with
comparison
to
cities,
and
that
has
been
updated
since
the
last
time
we
shared
that
with
you
and
then
also
we
when
we
get
to
the
facilities
fund.
There's
a
facility
condition
index
chart
and
you'll
see
when
I
bring
it
up
on
the
presentation
it's
hard
to
read,
so
we
made
printouts
of
that.
So
you
can
see
it
better.
C
So
with
that
I'll
get
started,
I'll
try
to
go
through
this
fairly
quickly,
because
we
do
have
a
pretty
full
agenda
with
all
of
the
internal
service
funds
that
we'll
be
going
through.
C
And,
of
course,
I'm
just
always
gonna
the
co-chairs
always
said
start
off
and
just
keep
showing
the
deliverables
that
we're
working
towards.
So
here's
that
slide
and
just
quickly
with
some
upcoming
dates,
rihanna
had
sent
an
email
out
about
possibly
adding
a
meeting
to
our
schedule
to
make
sure
we
had
enough
time
to
get
through
everything
before
presenting
a
preliminary
tax
levy.
So
that
would
be
the
wednesday
august
12th
and
I
think
we
have
heard
most
we've
heard
back
from
some
but
wanted
to
get
a
sense
from
the
committee.
C
Okay,
okay,
so
I
think
that
we'll
go
ahead
and
send
out
put
that
out
on
the
official
agenda,
so
we
will
have
so
be
pretty
much
every
wednesday
night
we're
gonna
have
a
meeting,
okay,
great
and
then
I
next
monday
or
not
next
monday,
but
the
first
monday
in
august.
C
B
C
Yes,
that's
good,
okay
and
then
on
here
we've
got
the
dates
for
part
of
the
engagement
plan.
I
was
wanting
to
just
get
some
feedback
about
the
draft
of
the
plan
that
emily
larson,
who
was
here
a
few
weeks
ago,
talking
about
community
engagement,
put
out
if
you
had
a
chance
to
look
through
that,
if
you'd
had
any
ideas
about
any
changes
that
you
wanted
to
add,
or
just
your
feelings
on
that,
if
we
were
okay
to
go
forward
and
finalize
that
and
have
direct
staff
to
start
working
on
those
things,
sony.
B
E
Thank
you
yeah.
I
read
through
it
and
I
had
a
couple
of
questions
that
I
was
concerned
about.
First
of
all,
it
talked
about
the
listening
sessions
in
the
contact
list.
E
That
that's
one
thing.
Second
thing:
you
know
you
start
asking
some
of
the
questions
that
she
had
listed
potential
questions.
People
are
going
to
look
and
say:
why
are
you
asking
that
question?
E
E
E
F
E
Expanded
because
that's
a
pretty
limited
group-
and
I
look
at-
and
I
say
I
know
who
the
stakeholders
are
in
bloomington-
first
of
all,
they're
seniors
and
they
live
in
condos
and
they
live
in
co-ops
and
you'd.
Better
get
some
information
to
each
of
those
groups
and
say:
do
you
have
some
people
that
might
want
to
weigh
into
this?
E
E
You
got
the
theater
group.
You've
got
the
orchestra,
you
got
the
park,
all
those
people
are
demonstrated
stakeholders
and
they
are
taxpayers
most
of
them
and
the
people
that
get
impacted
on
this.
A
lot
of
people
will
get
impacted
by
a
loss
of
a
service
granted,
but
the
other
half
of
the
scenario
or
people
who
are
going
to
pay
to
make
up
this
shortfall,
I.e
the
tax
increase
and
they're
going
to
come
screaming.
E
B
D
Yeah,
mr
chair,
thank
you.
My
mine
is
a
little
bit
simpler
than
that.
I
I
just
I'm
not.
I
think
it
was
fine
enough
to
start,
but
I
think
it
will
be
pretty
good
and
will
help
us
if
we
can
throw
some
pretty
specific
things
out
for
people
to
react
to.
I
just
had
a
little
bit
of
a
sense
that
it
might
be
more
generic
than
could
bring
us
the
benefits
that
that
we
might
get
from
that
input,
and
I
get
back
to
the
notion.
D
G
Mr
chair
and
members,
I
agree,
neil
that
I
think
we
need
to
be
very
careful
on
what
we
ask
for
we
don't
want
to
get
into
a
debate
and
we
don't
want
to
get
into
we'll
get
back
to
you
next
week
with
the
answer
to
that.
It's
got
to
be
kind
of
a
self-evident
process
that,
whatever
we
ask
of
the
public-
and
I
agree,
there's
a
lot
of
public
that
aren't
going
to
step
forward.
So
we
have
to
approach
them
and
ask
them
a
question
with
rather
evident
anybody
that's
plugged
in
at
all.
G
Would
we
okay
there's
six
million
dollars,
and
here
are
the
three
four
or
five
reasons
why
that
money
is
missing
and
here's
a
couple
of
options
or
what
would
you
suggest
that
we
do
to
recover
that
money?
And
maybe
we
put
up
a
couple
options?
Maybe
we
don't?
It
depends
if
we
can
simplify
it
enough,
but
it's
got
to
be
a
one
and
done
and
if
it's
not
simple
enough,
then
I
think
we
just
confuse
the
issue
instead
of
solve
the
issue.
C
Okay,
so
now,
I'm
just
gonna
go
through
these
pretty
quickly.
So
these
were
questions
that
came
up.
We
had
a
lot
of
great
questions
from
the
last
meeting
that
we
weren't
able
to
answer
on
site.
So
here
I
have
those
answers
for
you
now.
So
one
of
the
questions
was
what
percent
tax
levy
increase?
Will
it
take
to
cover
the
entire
2021
budget
shortfall
that
we're
projecting
with
the
tax
levy
and
so
basically
with
not
adjusting
anything
else
and
just
making
it
up
keeping
everything
the
same?
C
and
what
are
the
actual
2020
revenue
and
expenses
to
date
and
actually
the
june
financial
report,
which
will
have
year
end
projections
which
will
keep
getting
updated
as
we
go,
we'll
be
ready
for
the
city
council
by
the
end
of
this
week.
So
we
can
share
that
with
the
committee
on
friday.
G
Going
back
to
the
beginning
there,
the
ten
percent
is
that
an
additional
ten
percent
or
move
the
levy
up
to
ten
percent.
C
No
so
so,
last
year
the
tax
levy
increased
by
4.75
from
the
previous
year.
C
So
this
if
we
were
to
increase
it
by
like
between
six
and
seven
million,
to
have
more
property
tax
revenue
to
cover
the
shortfall
from
lodging
and
admission
tax
revenue,
it
would
be
around
a
10
10
increase.
C
Maybe
a
simpler
way
to
say
it
would
basically
be
an
additional
between
six
and
seven
million
dollars
more
in
the,
but.
H
Of
over
this
year,
so
the
levy
that
was
set
for
2020
would
have
to
increase
10
percent
for
2021.
G
H
Some
of
you
may
have
been
paying
attention
last
year
during
the.
H
What
we're
modeling
is
that
the
tax
levy
increase
will
basically
match
the
impact
because
the
values
are
are
staying
pretty
flat
going
into
next
year.
So
there
isn't.
The
double
whammy
effect
that
we
had
coming
into
2020
when
you
had
valuation
increase,
plus
tax
levy
increase
this
year.
If
there
is
going
to
be
a
tax
levy
increase
that
will
essentially
be
the
impact
that
the
median
value
home
will
have.
I
Mr
chair
yeah,
I
would
like
to
ask
if
we
have
the
last
five
years
pay
taxes,
if
that's
something
that
that
we
can
have
by
district,
how?
How
that
imply?
How
how
that
compares
from
the
last
year?
That's
the
last
five
years
to
right
now
and
then
I
think
that
information
will
give
us
an
understanding
of
what
the
community
has
been
up
front,
and
then
I
was
thinking
if
there
is
a
way
to
target
what
is
unemployment
right
now?
I
H
And
mr
chair
and
committee
members
jessica
just
so
I
understand
what
the
question
did.
I
hear
you
say
you'd
like
to
see
the
five-year
history
by
district
so
within
each
of
the
four
districts
of
the
city.
H
H
The
valuation
increases
geographically
based
on
their
assessing
areas,
so
I
think
that
they
have,
in
the
past,
shown
the
difference
in
the
four
districts
I'll
have
to
ask
them
if
they
have
that
available
for
for
a
five-year
time
frame,
because
it's
not
something
that
we
do
annually.
H
So
I
may
not
have
it
for
this
week's
information
packet
that
would
go
out
for
the
next
meeting.
It
may
take
a
little
bit
longer
than
that,
but
I'm
pretty
sure
that
they
can
do
that.
We,
we
can
very
easily
present
the
five-year
history
of
the
tax
levy,
increases
city-wide
and
for
the
median
value
home,
but
I
don't
think
that's
getting
at
what
you're
asking
jessica,
which
is
to
see
some
of
the
variation
within
the
community
right.
B
So
one
just
one
piece
of
feedback
on
that
is
that,
and
this
is
as
much
for
jessica.
As
for
the
staff,
I
think
jessica.
If
you
could
look
at
the
assessing
report
and
look
at
the
map
in
there
and
the
data
that's
in
there
and
see
if
the
data
that's
organized
by
the
assessment
districts
answers
your
question.
I'd
rather
I'd
rather
try
to
satisfy
that.
With
that
data,
which
is
easier,
it's
already
complied
compiled
and
easier
to
do
than
to
then
to
go,
compile
a
new
report.
C
Council
and
the
port
authority,
approved
south
loop
district
plan
and
then
on
the
slide
here
as
well.
Just
the
history,
the
south
loop
development
fund
has
its
history
is
rooted
in
the
development
of
the
mall
of
america,
where
the
funds
were
used
as
a
backstop
for
the
tif
supported
loans
for
the
mall
parking
ramps
and
then
under
the
law
statutorily.
C
The
funds
can
only
be
used
to
fund
economic
development
activities
in
south
loop
and
then
changing
the
statute
would
require
action
by
the
minnesota
legislature
and
diverting
some
or
all
of
the
funds
would
impact
the
implementation
of
the
south
loop
district
plan.
So
that's
information
from
shane
redling.
C
No
international
travel
will
have
a
negative
adverse
financial
or
financial
impacts.
What's
the
potential
impact,
and
so
this
is
from
mark
reichel
from
last
week,
and
he
said
our
best
guess
is
that
lodging
tax
revenues
will
be
down:
59
percent
for
2020
and
32
for
21
and
22
for
20
22..
C
So
the
impact
of
the
general
fund
alone,
because
of
this
is
estimated
at
12.2
million
and
then
another
question
about
the
estimated
number
of
hotels
that
will
close
by
the
end
of
this
year
next
year
and
so
by
the
end
of
2021.
C
C
Last
year
the
the
tax,
the
overall
tax
levy,
went
up
by
4.75
percent
and
the
monthly
cost
for
2020
for
someone
here
would
be
80
and
32
cents
a
month
in
taxes
just
for
the
city,
so
you
can
see
with
their
value
change
a
flat
like
no
tax
levy
increase
would
still
be
an
increase
of
two
dollars
and
ninety
four
cents
a
month
based
on
their
valuation
increasing,
and
you
can
see
if
it
goes
up
by
one
percent,
two
percent,
three
percent-
that
that
goes.
C
That
does
go
up
and
he
also
that
what
that
this
last
one
was
for
the
applewood
point:
co-op,
west
old
shakopee
and
then
indigo
was
another
senior
housing
complex
that
he
looked
at
and
this
one
again.
If,
if
it
was
flat,
it
would
go
up
50
cents
a
month
if
it
went
up
one
percent,
a
dollar
39
cents
per
month
for
the
city,
tax,
monthly
and
then
third
one.
He
just
looked
at
it
just
to
show
an
example.
C
This
is
south
point
and
for
this
one,
if
a
flat
levy
would
go
up
one
point
and
17
cents
per
month
and
that
the
current
monthly
cost
is
44.47
a
month.
So
just
to
give
you
some
additional
information
of
things
other
than
the
median
value
home
that
we
typically
look
at.
C
We
vote
so
you
this
will
all
be
in
this,
will
all
be
published
when
the
minutes,
the
presentations
and
they'll
also
be
posted
on
the
website.
So
all
the
presentations
that
we're
doing
are
on
the
website.
Page
that's
dedicated
to
the
budget
advisory
committee.
B
Any
other
questions,
the
other
thing
I
think
that's
interesting,
just
to
go
back
to
the
to
the
these
two
slides
to
look
at
is,
that
is
to
think
about
the
kind
of
changes
in
prices
too,
because
remember
the
the
levy
is
an
absolute
dollar
amount,
that's
not
adjusted
for
inflation
and
if
you
look
at
inflation
numbers,
there's
actually
some
evidence
that
there
was
more
inflation
in
june
than
we've
had
previously.
B
So
it
may
be
we'll
have
to
watch
that
a
little
bit,
but
it
may
be
that
we
have
to
pay
a
little
bit
of
attention
to
inflation
as
part
of
them.
So
historic.
Historically,
we
haven't
paid
close
attention
to
inflation
because
it's
been
fairly
low
recently,
but
with
the
different
circumstances
unclear
what's
going
to
happen
with
it,
can't
you
go
ahead.
Oh
john.
G
H
Mr
chairs
committee,
members
and
john-
I
don't
have,
I
don't
have
any
information
that
that's
going
to
happen.
I've
I've
heard
similar
things.
My
expectation
would
be
that
they
would
become
tax-exempt
properties
if
they
were
purchased
by
the
county.
So
that's
one
of
the
things
that
our
staff
is
doing
right
now
is
analyzing
the
potential
impact
both
from
a
property
tax
and
a
lodging
tax
impact.
G
Yeah,
because
if
or
some
other
source
of
occupation,
then
there
could
be
a
tax
involved,
but
having
the
county
do
that
is
kind
of
a
double
whammy
for
us.
C
This
next
question
was
the
chance
of
recovery
of
the
first
quarter,
2020
lodging
delinquencies,
and
so
this
information
has
at
the
top
of
the
slide
three
establishments
that
are
delinquent
and
the
first
two.
The
expected
payment
date
is
unknown
and
they
currently
one
o,
is
around
ten
thousand
and
one's
a
little
under
five
thousand.
C
These
are
admission
establishment
establishments
where
we
receive
admission
tax,
and
then
we
are
expecting
payment
for
the
third
one,
that's
been
delinquent
and
then
for
lodging
tax,
delinquencies,
there's,
seven
hotels
that
are
that
currently
have
delinquencies
and
the
first
two
there's
some
payment
expected
or
working
on
making
some
partial
payments,
but
the
other
five
it's
unknown,
and
just
as
a
note,
we
received
the
taxes,
monthly
and
so
the
june
taxes
are
due
july.
27Th,
so
we'll
see
how
they
continue
to
come
in.
I
Had
a
question,
thank
you,
mr
chair,
can
you
go
back
to
that
slide
carrie
and
I
I
forgot
my
glasses.
What
is
the
total
amount?
Currently,
that
is
delinquent.
C
Oh
sure,
yes,
so
for
admission,
tax
delinquencies,
the
total
is
almost
24
000
for
admission
tax
and
then
for
lodging
tax
delinquencies.
The
total
is
almost
240
000,
but
then
about
103
000
is
for
the
general
fund,
because
that
that
gets
split.
C
You're
welcome.
Thank
you.
Question
about.
The
6.7
million
cares
funding
the
federal
funding
that
came
through
the
state
for
the
city
of
bloomington,
and
the
question
was
what
will
it
be
used
for
and
how
much
has
been
spent
to
date,
so
it's
very
specific
what
it
can
be
used
for
and
it's
things
dealing
with
the
covet
19
dealing
with
addressing
that
and
expenses
like
medical
expenses,
public
health
expenses,
payroll
for
public
safety,
public
health,
healthcare,
human
services
and
you
know,
actions
to
facilitate
compliance
expenses
associated
with
helping
with
economic
support.
C
And
then
here
is
a
where
we
are
so
far
today,
so
we
had
around
6.7
million,
that
was
that
was
allocated
to
bloomington
and
so
far
just
with
payroll,
and
this
goes
up
until
july
12th,
it's
about
1.8
million
dollars
of
related
payroll
expenses
and
then
a
little
over
wilmington.
This
is
just
for
the
city
of
bloomington
correct.
C
Yes,
thank
you
for
clarifying
chair,
peterson
and
a
little
about
205
000
for
protective
equipment,
professional
services
related
to
the
code
response,
so
so
far,
a
little
under
two
million
dollars
and
and
then
things
that
we
are
going
to
be.
C
Spending
that
we
have
obligated
that
the
council
has
approved
is
1.3
million
of
that
money
for
small
business
loans
and
then
additional
100
000
for
a
third-party
administrator
to
administer
those
small
business
loans
and
then
some
other
things
are
subscriptions
with,
like
green
street
advisors
and
trump
analytics
to
be
to
gather
information
to
analyze
the
economic
impact
of
the
pandemic,
and
then
some
other
other
things
like
one
of
the
big
ones.
Is
community
testing
and
contact
tracing
500
000.?
C
So
that's
more
obligations
and
then
subtracting
all
that
from
the
6.7
million,
there's
still
2.6
available
for
future
uses
and
we
have
to
spend
that
by
november.
First,
I'm
sorry
what
was
it
november
14th
of
this
year?
And
if
we
do
not
need
all
of
that
for
our
coven
response,
then
we
will
return
that
to
the
state.
C
I
we
can
chair
peterson
and
committee
members.
We
can
get
that
information.
B
C
C
Correct,
but
we
are
still,
there
are
still
payroll
time
hours
that
are
being
coded
and
other
supplies
and
services
that
are
still
being
tracked.
H
Also,
committee
members,
the
small
business
emergency
loan
program
application
period
just
opened
yesterday
as
a
matter
of
fact,
and
all
of
the
other
cities
that
I'm
aware
of
that
have
established
a
loan
over
subscribed.
Our
anticipation
is
that
ours
will
be
over
over
subscribed
as
well
the
funding
level
if
everybody
applied
for
the
maximum
amount
available,
which
is
7
500
for
a
qualifying
small
business
or
three
thousand
dollars
for
a
self-employed
or
sole
proprietorship,
would
provide
about
133
small
business
loans
and
100
self-employed
loans.
H
So
we
have
over
2000
registered
businesses
in
the
community.
Clearly
they
don't
all
qualify
as
eligible
under
this
program,
but
you
get
a
sense
when
we're
talking
about
funding
for
only
you
know,
230
potential
applicants.
There
is
likely
to
be
a
need
a
little
bit
later
this
year,
we're
expecting
to
have
a
second
round
and
that
some
of
these
remaining
funds
will
be
allocated
towards
an
additional
round.
H
We're
also
expecting
that
the
crisis
in
rental
housing
assistance
is
going
to
persist
and
actually
get
worse
at
the
end
of
this
month,
and
we
have
already
allocated
funding
to
veep.
Some
of
it
came
from
the
hra,
and
that
was
a
first
tranche
of
what
was
in
the
first
100
000
or
200
000,
the
first
one
and
then
the
second
round
that
came
through
our
cdbg
allocation,
a
special
cdbg
as
part
of
the
cares
funding,
which
was
an
additional
276
000.
I
believe
so.
D
D
And
then
my
my
opinion
is:
if
there's
enough
discretion
on
the
economics
a
slide
or
two
back,
that
there
seems
like
the
economic
assistance,
is
a
legitimate
piece
of
this
expenses
associated
with
the
provision
of
economic
support.
It
just
strikes
me
that
these
businesses
in
bloomington
surviving
really
will
have
quite
an
impact
on
our
21
and
22
budget.
So
I
would
love
to
see
if
it's,
if
it's
at
all
possible
that
that
all
this
money
gets
spent
and
as
much
as
it
can
be
spent
keeping
these
businesses
solving
for
21
and
22..
H
Mr
chairs
committee,
members
and
john,
we
share
the
same
objective
of
trying
to
utilize
all
the
funds
that
have
been
allocated
to
us
and
I
think
that
we
probably
will
anticipating
what
some
of
those
needs
are
going
to
be
over
the
next
couple
months.
H
If
we
do
not
use
all
of
the
funds
that
are
allocated
to
us,
the
remaining
amount
will
get
repatriated,
essentially
to
hcmc.
That
was
a
special
provision
within
the
governor's
allocation
formula.
Is
that
for
hennepin,
county
and
ramsey
county
cities,
any
remaining
funds
will
go
back
to,
I
believe
it's
regions
in
ramsey
county
and
it's
hcmc
for
hennepin
county,
so
it
stays
within
the
county.
It's
not
completely
lost,
but
in
terms
of
being
able
to
utilize
it
within
the
community.
We
we
we're,
starting
from
a
similar
place,
maureen.
I
Thank
you,
mr
chair.
That
was
one
of
my
questions,
so
thank
you,
john.
On
the
slide.
You
said
small
business
loans,
so
are
these
paybacks
or
are
the?
Is
it
a
grant
that.
B
C
C
That
was
during
the
last
downturn
to
project
2022,
and
currently
the
numbers
are
fairly
conservative,
as
there
are
still
a
lot
of
unknowns
and
then
for
food
lodging
license
permits
environmental
health
staff,
coordinated
with
city
clerk
staff
to
forecast
based
on
current
licenses
and
expected
changes.
C
And
then
the
last
question
here
is
was
answered
from
community
development
planning.
Will
the
in-progress
multi-family
developments
that
are
in
the
works
or
in
the
permit
process,
actually
materialize
in
2020
or
2021.?
So
here's
a
list
of
those
that
are
in
the
pipeline
and
what
they
said
was
that
whether
a
multi-family
project
moves
forward
to
the
permit
stage
and
is
ultimately
constructed
depends
on
continued
favorable
market
demands,
availability
of
financing
and
the
ability
of
the
project
to
pencil
out
as
anticipated
costs
and
revenues
evolve.
C
So
this
table
is
staff's
best
guess
on
the
timing
of
the
currently
entitled
multi-family
projects
and
then,
in
addition
to
the
projects
on
the
slide,
additional
projects
are
in
the
pre-application
phase,
but
until
they
have
been
before
the
development
review
committee,
those
pro
those
projects
are
not
public.
So,
given
the
volume
of
pre-application
projects
in
the
discussion
phase,
that
staff
anticipates
additional
projects
beyond
those
listed
here
and
will
apply
for
that
will
apply
for
building
permits
in
21
and
beyond
unless
market
conditions
change
dramatically.
C
So,
as
we
said
this
will
all
this
presentation
will
be
posted
on
the
website
in
the
next
couple
days
and
then
it
will
also
be
part
of
the
minutes
for
this
meeting
as
well.
So
you'll
have
all
that.
E
Did
help
help
my
memory,
so
there
was
an
article
in
the
paper
today
about
one
of
the
projects
going
forward
on
the
list
when
it's
built
and
developed
in
the
south
loop
does
that
tax
revenue
come
to
bloomington
or
does
it
go
into
the
south
loop
tif
district.
H
Mr
chairs
and
committee
members,
the
aeon
project,
I
think,
is
the
one
that
you
were
referencing
that
was
in
the
news
is
in
the
in
the
south
loop
area.
It's
at
86th
and
77th.
E
Mr
chairman,
let
me
just
make
a
statement
so
that
hotel
being
that
apartment
being
developed,
helps
people
in
housing
but
as
far
as
helping
anybody
who's
a
taxpayer
in
bloomington
at
86th
and
oliver
wherever
there
doesn't
do
a
thing
doesn't
do
it
doesn't
fall
into
the
general
fund
at
all
doesn't
help
the
tax
base
at
all,
and
yet
that
authority
sits
over
there
with
80
million
dollars,
and
you
just
heard
the
report
from
shane
saying:
well,
nobody
can
touch
it.
It's
it's
a
dedicated
fund
and
yet
people
saying
we
can't
change
your
chest.
H
H
So
I
I
think
the
the
public
interest
that
was
served
by
that
project
was,
first
of
all
the
maintenance
of
the
retention
of
more
than
300
units
of
affordable
housing
and
then
the
new
project,
which
will
add
an
additional
about
equal
amount
of
affordable
units
to
the
city.
E
H
Committee
members,
mr
chair,
the
south
loop
development
fund
is
where
the
liquor
taxes
go
and
where
the
two
percent
of
the
lodging
taxes
go.
That's
a
different
fund
than
the
80
million
dollar
tif
fund.
H
The
80
million
dollar
tif
fund
is
the
continuation
of
the
original
mall
of
america
tax
increment
and
it
is
being
funded
with
with
tax
increment
from
the
mall
of
america
properties
that
would
otherwise
be
going
into
the
fiscal
disparities
pool,
and
so
essentially,
what
has
happened
with
that
legislation
is
that
money
that
is
being
generated
by
commercial
development
in
bloomington
would
be
sent
out
of
bloomington
to
the
benefit
of
the
rest
of
the
seven
county
metro
area
and
the
legislation
back
in
2013.
H
F
I'm
just
switching
here,
so
I
had
a
mic
just
to
add
to
what
the
city
manager
jimmy
brugie
had
said
is
when
you
look
at
south
loop,
it's
a
development
district.
So
that
would
be
your
cookie
and
each
tift
district
would
be
your
chocolate
chip.
So
the
mall
of
america,
north
and
south,
are
two
chocolate
chips.
This
new
one
for
aeon
is
another
chocolate
chip,
and
so
only
in
the
area
of
those
boundaries
of
that
chocolate.
F
E
B
Other
questions,
john.
D
Mr
chair,
if
I,
if
I'm
tracking
here,
I
I
think
the
piece
of
the
issues
that
neil
is
shedding
light
on,
though
that
may
be
in
our
purview,
is
that
I
read
that
article
too
and
my
wife
had
to
hear
it
breakfast
a
few
thoughts
about
the
economics
of
of
that
for
the
broader
populace
in
in
some
respects,
when
there's
a
forfeiture
of
the
otherwise
typical
for
lack
of
a
better
word
property
tax
revenue.
D
Not
talking
about
the
lodging
taxes,
but
the
property
tax
revenue
from
a
project
like
that
at
some
point
that
that
does
feel
very
close
to
the
expense
line
is
as
as
we're
trying
to.
You
know,
see
an
organization
deliver
services
and
get
the
revenue
for
doing
that,
and-
and
I
think
that
may
be
an
issue
that
it
touches,
at
least
on
the
purview
of
this
group,
that
those
projects
are
are
the
kind
of
expenses.
D
In
addition
to
revenue
forbearance,
if
you
will
to
to
chase
one
of
the
objectives
of
the
city
and
the
city
has
a
lot
of
objectives
and
I'm
not
suggesting,
for
instance,
that's
not
a
legitimate
one,
but
it
starts.
Looking
a
lot
more
like
an
expense
when
we
forfeit,
if
you
will
as
a
collective,
the
economically
natural
revenue
that
would
come
from
any
other
natural
development
at
the
parcel,
and
so
I
think
it's
a
cousin
of
a
close
cousin
of
some
of
the
challenges
that
we're
confronting
here.
It's
just
an
observation.
B
D
B
B
But
the
you
know,
if
you
look
at
the
three
deliverables
that
we
have,
which
is
to
set
a
preliminary
levy
to
pick
some
sort
of
revenue
level
and
then
pick
an
expense
level
to
go
with
that,
it's
pretty
clear
that
under
unwinding
tif
districts
are
getting
bills
through
the
legislature
are
tuffy's
to
kind
of
deal
with
that,
and
so
you
know
I
I
get.
B
What
like
neil
is
saying
about
this,
but
in
terms
of
actionability
for
our
group
here,
it's
it's
very
difficult
to
connect
it
to
the
three
deliverables
that
we
have
and
the
and
the
thing
that
the
things
that
we're
doing-
and
it's
also
going
to
be
hard
to
bind
us
or
us
to
try
to
bind
the
city
council
of
the
future
into
making
decisions
on
tiff
districts.
Because
you
know
clearly
on
this
development.
B
The
council
made
a
value
judgment
that
kind
of
using
the
tax
revenue
that
this
project
generates
to
generate
more
affordable
housing
made
a
lot
of
sense
and
I
suspect
that
was
moving
down
the
pipe
well
before
we
got
into
the
situation
that
we're
in
right
now
and
that
in
that
context,
that
that
decision
may
very
well
have
been
a
good
policy
decision
and-
and
so
I
think
we
need
to-
we
need
to
make
sure
that
we're
spending
our
time
on
the
problem
we
have
to
solve,
because
we've
talked
about
the
the
time
issue
that
we
have
going
on.
B
But
in
the
end
wishing
that
we
could
get
something
through
the
legislature
or
things
like
that,
I
think
we
there
was
one
bill
that
passed
at
the
legislature
this
time.
I
think
in
this
in
this
special
session
and
everything
else
went
away,
so
the
likelihood
of
that
happening
is
really
low.
Were
there
any
other
comments?
B
H
Jersey,
member,
if
I
just
provide
one
additional
thought
as
it
pertains
to
the
the
tax
increment
districts,
especially
you
know
the
the
idea
that
you
know
kind
of
tiptoes
up
to
the
the
the
side
of
being
an
expense
as
opposed
to
revenue,
is
that
the
tax
increment
districts
have
a
but
four
tests
right,
but
for
the
use
of
the
increment,
the
project
wouldn't
happen,
and
so
I
think
it's
a
little
bit
of
a
a
chicken
and
egg
thing
here
in
terms
of
saying
that
the
revenues
don't
accrue
to
the
benefit
of
the
rest
of
the
community,
because
it's
captured
in
the
district
when,
in
fact
the
revenues
wouldn't
be
generated
because
the
project
isn't
happening
so
the
you
know,
it's
tiff
has
been
debated
vigorously
for
the
50
years
that
it's
been
commonly
used,
and
it's
exactly
this.
H
This
idea
of
you
know
who's
who's
benefiting
from
the
tiff
and
the
fact
is,
the
increment
wouldn't
be
generated
if
it
weren't
for
the
use
of
it
where
it's.
B
B
Kind
of
wind
up
the
conversation
at
this
point
because
we're
45
minutes
under
the
report
so
that
we
can
move
on
to
the
internal
service
funds.
Thank
you.
So
I'll
call
that
item,
which
is
item,
number
4.2,
the
internal
service
funds,
and
are
we
going
to
do
them
in
the
order
of
the
handout
and
the
agenda?
Is
that
how
we're
going
to
go
about.
G
C
B
C
So
so,
in
the
next
few
weeks,
as
you're
hearing
from
departments
as
they
come
to
the
meeting
and
talk
about
their
services
and
talk
about
their
budgets,
you'll
hear
a
lot
about
internal
service
fund
charges,
as
they
can
be
a
sizable
part
of
their
budget.
And
so
we
just
want
you
to
understand
before
all
that
starts
what
their
purpose
is
and
how
they
work
up
front.
C
And
this
is
what
we
have
outlined
here.
So
we're
going
to
start
off
with
the
facilities
and
park
maintenance
fund
and
we're
thinking
that
would
be
45
minutes
most
and
we're
kind
of
going
in
order
of
the
amount
of
dollars
that
you
know
on
the
sides
of
these
budgets,
so
we're
doing
the
big
ones
first
and
for
longer,
and
then
after
that
will
be
the
fleet
and
equipment
fund.
C
We
have
that
scheduled
for
about
30
minutes
and
then
we're
gonna
take
a
break,
and
one
thing
I
didn't
mention
is,
I'm
sure,
you've
all
noticed.
We
have
the
easels
again
just
like
we
did
last
week,
and
we
also
have
the
sharpies
and
the
half
half
sheets.
So
we're
going
to
be
doing
similar
things
as
we're
going
through
these
internal
service
funds.
If
you
have
ideas,
policy
ideas,
changes,
questions
things
you
want
more
information
on.
C
Please
write
that
as
we're
going
and
then
we'll
have
a
chance
to
put
those
up
and
and
talk
through
those
we'll
be
doing
separately
for
kind
of
see
how
things
go
when
our
how
our
time
is
going,
but
we'll
do
that
kind
of
after
we'll
do
it
after
the
facilities
and
part
maintenance
fund
and
after
the
fleet
fund,
we
we're
also
planning
to
do
it
after
the
it
fund
and
the
insurance
fund,
and
then
the
rest
of
the
funds
will
kind
of
finish
those
up
and
then
in
total,
look
at
those
and
wanted
to
let
you
know
so.
C
C
Along
with,
when
we're
doing
the
general
fund
budgets
for
fire,
police
and
fire
because
that's
all
contained
those
internal
charges
only
go
to
police
and
fire
and
then
so,
as
I
said,
we'll
take
time
between
each
one
of
these
in
the
beginning
to
ask
questions
and
on
the
webex
tonight
we
have
city
staff
that
are
going
to
be
available
for
answering
questions.
If
you
want
to
discuss
things
with
them,
so
we
have
public
works.
C
H
Kari,
let
me
jump
in
real
quickly
for
our
staff,
who
are
presenting,
I'm
just
going
to
ask
them
to
move
a
little
bit
more
briskly
through
their
presentation.
They
may
have
otherwise,
since
we
lost
a
little
bit
of
time
during
the
opening
part
of
the
meeting
here,
so
we'll
try
to
shave
some
time
off
as
we
go
through
the
funds.
C
So,
and-
and
this
will
be
me
presenting-
but
I
will
go
quick
so
and
then
get
some
time
for
them
to
talk
so
so,
just
overall,
the
internal
service
funds
are
used
to
account
for
activities
that
provide
goods
and
services
to
other
funds,
so
they
charge
out
to
each
benefiting
department,
and
then
they
use
the
funds
to
receive
to
pay
for
the
item
or
service
they
provide
and
that
allows
departmental
budgets
to
more
accurately
reflect
the
true
cost
of
providing
a
particular
public
service.
C
That's
1.5
million
dollars
and
their
I.t
charges
are
about
1.2
million
and
they
also
allow
for
major
expenses
such
as
large
equipment
vehicles
to
be
managed
over
time
so
that
large
purchases
or
significant
cost
increases
are
less
likely
to
cause
a
spike
in
the
budget
for
a
particular
year
and
then
we'll
be
talking
about
as
we
go
through
these
working
capital
ballots.
So
the
working
capital
balance
is
the
what
it
is.
C
It's
the
current
assets,
current
assets,
less
the
current
liabilities
and
basically
you
can
think
of
that
as
the
cash
available
that
they
have
like
a
cash
reserve
and
then
that's
their
balance.
Their
working
capital
goal
is
the
cash
that
they
would
ideally
need
for
long
term
forecast
and
just
wanted
to
point
out.
Brianna
had
sent
out
an
email
to
everyone,
just
highlighting
that
we've
had
several
service
assessments
have
been
done
over
the
past
recent
years
and
she
was
highlighting.
C
C
And
then
so,
as
we
review
each
fund,
we're
going
to
point
out
like
what
is
the
money
that's
going
out
which
are
their
expenses?
What's
the
money
coming
in
that's
internal
department,
charges
to
other
funds,
other
departments,
and
then
what
are
we
saving
for?
That's
those
working
capital
balances
or
cash
reserves.
C
So
the
facilities
and
part
maintenance
fund
is
a
big
fund
and
it
pays
for
the
costs
related
to
the
capital,
repair
and
maintenance
of
the
city's
buildings,
so
parks,
fire
stations,
cemetery,
so
there's
facilities,
maintenance
and
the
cleanliness
and
appearance
set
up
security
temperature
facilities.
They
impact
every
event
that
happens
in
them
and
the
public
that
visits
those
buildings
and
then
for
park
maintenance.
It
serves
all
the
visitors
to
bloomington
parks,
providing
safe
and
inviting
recreation
opportunities.
C
This
next
slide.
This
is
there's
more
than
60
city-owned
assets,
which
is
around
700
000
square
feet
of
a
value
of
more
than
120
million
dollars,
and
they
range
from
zero
to
164
years
old.
So
the
zero
would
be
the
brand
new
bloomington
fire
department
station
fire
station
number
three
over
in
the
south
loop
and
then
the
the
oldest
building
is
the
gideon
pond
house,
which
was
built
in
1856
it's
164
years
old.
C
C
The
contractors
like
electricians,
hvac,
plumbers,
garbage
removal
from
the
city,
buildings
and
parks
park,
maintenance
expenses,
and
then
they
do
also
have
internal
charges
and
the
big
ones
are
it
and
then
also
from
the
insurance
fund?
C
And
then
they
have
capital
improvement
projects
like
roof
repairs.
The
doors
led
lighting
energy
saving
projects,
so
the
way
that
we
charge
out
to
the
departments
it's
based
so
on
the
square
footage.
So
there's
space
and
occupancy
charges
so
allocate
the
operating
costs
to
departments
based
on
their
square
footage,
there's
also
building
repairs,
that's
based
on
allocation
of
capital,
outlay
and
debt
service
expenses
for
historical
and
future
projects,
and
then
park
maintenance
is
100
allocated
to
the
parks
and
recreation
department.
C
So
it's
a
big
part
of
the
parks
and
recreation
budget,
and
this
is
just
a
split
just
a
pie
chart
of
the
the
6.8
million
of
like
space
and
occupancy
and
building
repairs,
and
you
can
see
the
big
departments
that
have
the
majority
of
charges
are
public
works
parks
and
rec
and
police,
and
then
just
to
note
that,
in
addition
to
this,
there
is
another
6.1
million
of
park,
maintenance
charges
and
that's
all
allocated
to
parks
and
recreation.
C
This
is
the
slide
that
you
have
a
handout
of
it's
small,
it's
hard
to
read
what
this
is
is
the
facility
condition
index,
and
this
is
an
assessment
that
indicates
significant
or
deferred
maintenance,
and
the
way
to
read
this
chart
is
the
height,
the
the
larger
the
number
that
it
goes
over
closer
to
one,
the
worst
condition
that
that
facility
is
in
so
you
can
see.
We
have
a
lot
of
facilities
that
are
way
over
there
that
so,
for
example,
the
third
one
down
is
fire
station
three.
C
The
capital
improvement
plan,
so
this
the
cip
document,
is
a
planning
tool.
That's
based
on
long
run,
long-range
physical
planning
and
financial
projections.
So
it
has
a
detailed
description
of
every
capital
project
over
50
000
that
is
anticipated
in
the
next
10
year
period.
But
it's
important
to
note
that
this
document
does
not
appropriate
funds
or
authorized
projects.
C
The
city
council
still
has
to
initiate
any
project
over
175
000
and
then
the
you
know,
city
manager,
for
less
than
175
thousand,
so
the
projects
are
only
initiated
when
there's
a
source
of
funding
available,
and
this
is
the
porsche.
This
is
a
kind
of
page
snippet
from
the
cip
for
the
facilities
fund,
and
you
can
see
things
that
are
planned
like
I
said,
that's
not
authorized
until
it's.
C
C
So
if
you
look
over
the
next,
like
10
years
that
are
in
this
cip
document,
there
is
around
100
million
dollars
of
projects,
and
so
what
this
fund
could
handle
in
funding.
These
projects
is
about
15
million
over
10
years.
So
and,
like
I
said
this
does
not
include
a
community
center
this,
so
an
additional
85
million
of
funding
would
be
needed
going
over
to
park
maintenance.
These
are
just
some
information
of
kind
of
park:
maintenance
by
the
numbers,
like
400
picnic
reservations.
C
This
is
our
budget
model
that
we're
looking
at
right
now.
So
this
is
with
the
the
2021
and
2022
budget
request.
So
the
revenues
are
basically
mostly
the
charges
to
departments
but
you'll,
see
in
22
and
23
that
we
have
in
their
bond
proceeds
and
that's
for
two
fire
stations.
So
we
will
not
be
able
to
build
those
fire
stations
without
issuing
bonds
having
a
debt
service
for
those
and
then
their
expenses
are
salaries.
Material
supplies,
there's
debt
service.
On
that
debt
service
line,
you
can
see
that
2022.
We
were
talking
about
that.
C
I
believe
last
week
where
there
wouldn't
be.
We
would
pay
off
the
debt
service
for
the
building,
but
then
right
again
we're
going
to
have
that
service
again
for
the
for
the
fire
stations
and
then
at
the
bottom
of
all
these
models.
We
have
a
the
working
capital
balance
and
then
the
working
capital
goal,
and
so
what
we're
hoping
for
is
to
be.
You
know
close
to
100
90
for
that
working
capital
goal.
C
But,
as
you
you
know,
and
as
we're
looking
at
this,
this
looks
like
a
very
healthy
fun
but,
as
you
saw
in
previous
slides,
there's
a
lot
of
need
for
capital
improvements
and
facility
improvements
that
we
we
don't
have
budgeted
out
on
here.
C
So
just
further
detailing
out
the
working
capital
goal
compared
to
the
balance.
So
the
goal
that
we
had
in
year
end
2020
it
contains.
We
have
been
setting
aside
basically
in
the
levy
levying
for
a
certain
amount
every
year
to
replace
the
pool
vessel
in
2026,
and
so
that's
at
4.5
million.
Now,
and
if
you
recall
from
some
of
our
previous
meetings,
we
have
that
identified
as
a
tool
to
use
for
our
current
2020
budget
shortfall.
C
So
if
that
does
happen,
which
is
pretty
likely,
that
would
not
be
part
of
this
fund,
we
would
take
that
out
and
we
would
have
to
issue
debt
enabled
in
order
to
replace
the
pool
vessel,
so
that
would
reduce
the
the
goal
for
this
fund.
It
also
reduce
the
the
working
capital
balance
in
this
fund,
but,
as
we
look
at
it
right
now,
that's
still
in
there
and
their
actual
balance
projected
for
the
end
of
2020
is
107
of
their
goal.
C
Do
we
include
money
in
the
tax
levy
to
build
cash
reserves?
Do
we
increase
internal
charges
to
departments
to
build
cash
reserves?
We
issue
bonds
and
increase
the
debt
service
amount
of
the
tax
levy.
Do
we
come
up
some
type
of
program,
kind
of
similar
to
our
payment
management
program
for
funding
facilities,
some
questions
to
think
about
and
then
other
policy
options
for
facilities,
maintenance,
there's
the
pool
vessel?
C
So
do
we
continue
the
internal
charge
of
650
000
from
the
aquatics
fund,
that
we've
been
doing
it's
about
650
000,
or
do
we
for
the
pool
vessel
or
that's,
or
do
we
reduce
the
aquatics
fund
portion
of
the
property
tax
levy?
So
right
now
we
have
that
factored
in
to
the
property
tax
levy,
and
we
just
make
the
decision
that
when
that
time
comes
that
we
will
just
bond
for
that
project.
C
That's
a
policy
option
for
the
committee
to
discuss.
Also,
there's
you
know:
options
to
delay
capital
projects,
keeping
in
mind
that
well
to
complete.
Only
the
critical
projects
right
now
and
that's
kind
of
the
mode
ran
right
this
year,
but
it
does
lead
to
higher
expenses
in
the
future
and
we
are
already
falling
behind
with
a
large
deferred
bank
of
projects,
and
then
you
know
just
how.
How
do
we
want
to
fund
projects
that
are
in
the
capital
improvement
plan?
C
And
just
to
note,
I
believe,
there's
a
facilities,
operation
study
that
is
going
to
be
happening
this
year
as
well,
is
that
mine,
before
you.
H
H
So
if,
if
the
committee
were
to
recommend
to
the
council
that
the
continuing
funding
for
the
pool
vessel
be
removed,
that
would
be
a
reduction
in
the
levy
of
650
000,
which
would
be
about
one
percent.
Yes,.
C
Policy
options
for
park
maintenance,
so
you
know
talk
about
service
levels
like
the
ball
field,
condition
mowing
in
the
parks,
the
park's
master
plan,
reducing
irrigation
water
use
for
athletic
turf,
maybe
handling
park,
trash
recycling,
collection,
in-house,
expand
the
low
mowing
and
native
prairie
areas,
reducing
traditional
turf.
C
So
that
is
the
end
for
facilities
and
park
maintenance,
and
so
we
could
take
some
time
if
there's,
if
you
have
things
that
you
wrote
down,
that
we
want
to
put
up
on
our
eso
that
we
have
for
facilities
and
park
maintenance,
we
can
also,
I
think
we
can
move
up
like
the
public
works
director,
carl
kiel
as
a
panelist
and
then
also
john
bradford,
and
I'm
not.
C
J
Yes,
I'm
sorry
you
broke
up
on
me
on
that
one.
G
I
was
thinking,
maybe
mr
keel
would
prioritize,
give
us
a
better
sense
of
which
projects
he
thinks
are
necessary
and
others
that
are
on
the
cusp
and
help
us
kind
of
prioritize
might
help
us
kind
of
get
through
the
long
list
of
different
options
and
better
come
to
a
conclusion,
and
I'd
like
to
hear
what
the
department
head
has
to
say
about
that.
Okay,.
A
Very
good,
thank
you,
okay,
so
I
presume
john
you're
asking
about
projects
within
the
facilities
fund
and
those
projects,
the
ones
that
are
in
so
we
have
a
long
list
of
needed
projects.
That's
basically
that
bar
chart
that
colored
bar
chart
that
you
saw.
We
have
prioritized
those
and
put
a
number
of
them
into
the
draft
cip.
Those
are
the
numbers
that
we're
showing
for
the
next
few
years.
A
In
addition
to
that,
each
year
we
go
through
a
process,
and
this
year
we're
starting
a
new
process
to
re-review
those
items
in
the
cip
and
staff
is
developing
a
kind
of
an
internal
scoring
system
so
that
we
can
kind
of
prioritize
those
once
again
and
reprioritize
those
so
really
the
ones
that
are
showing
in
the
cip
are
the
prioritized
projects.
G
A
I
would
say
that
they
do
match
the
priorities
and
there's
a
large
mix
of
them.
There's
many
many
smaller
ones
that
are
identified
as
much
needed.
Maintenance
that
come
out
of
our
our
asset
management
program
for
facilities.
Those
are
the
generally
the
smaller
ones.
The
larger
ones
are
kind
of
the
the
larger
projects
like
the
redoing
of
our
our
fleet,
building
that
have
been
needed
for
many
many
years
and
those
generally
are
the
higher
priorities.
A
So
I
would
say
the
largest
ones
are
the
fire
stations
which
are
in
in
dire
need
of
replacement,
as
well
as
the
fleet.
Building
are
probably
the
largest
ones.
I
I
But
I
think
that's
why
we're
here.
So
I
I
guess,
I'm
looking
for
some
more
options
in
that
decision-making.
D
Well,
I
don't
want
to
rip
interrupt
the
flow
if
someone
was
going
to
suggest
options,
but
I
sense
that
sort
of
on
the
the
to-do
list,
and
I
appreciate
the
comment-
a
lot.
I've
got
two
questions
and
a
comment,
and
I
don't
I
just
don't
know
the
how
we
really
want
to
have
this
meeting
flow.
But
let
me
try
them
and
just
tell
me
later
guy,
but
one
is
a
question.
D
I'm
just
wondering
if
the
city
can
bond
for
some
of
these
projects
or
more
of
these
projects,
rather
than
use
the
internal
services
funds
and
whether
we've
scoped
out
that
opportunity
and
behind
that
question
is
just
my
sense
that
we're
at
such
a
historically
low
borrowing
point
in
in
time
that,
while
the
history
of
building
these
internal
services,
funds
and
other
funds
and
doing
some
of
this
out
of
the
what
otherwise
might
be
general
fund
type
money
just
might
be
better
off
bonded.
But
I
know
there's
all
sorts
of
issues
so
sort
of
question.
D
One
maybe
doesn't
demand
an
answer
right
now,
but
maybe
or
or
or
the
future
meeting,
and
my
second
one
is
sort
of
in
the
spirit
of
alignment,
whether
whether
it's
with
three
rivers
on
some
of
the
parks
and
invasive
issues
and
other
things
we
spend
and
and
some
of
the
parks
that
three
rivers
you
know
works
out
by
highland,
are
you
know
a
budding
bush
and
some
of
those
things
or
maybe
alignment
with
the
school
district?
We've
got
some
play
fields
in
conjunction
really
with
school
district
property.
D
Are
there
opera
meaningful
opportunities
in
the
next
couple
budget
years
to
to
align
and
spread
some
of
those
costs
out
with
those
agencies,
or
is
that
a
fool's
errand
in
the
intermediate
term?
I
don't
know,
but
it
my
gut
is
maybe
there's
some
legitimate
money
there
and-
and
my
last
is
in
the
form
of
a
comment
on
the
deferred
maintenance.
D
I
look
at
at
our
dnr,
a
deferred
maintenance
log
and
an
amount-
and
I
say,
there's
no
way
the
state
of
minnesota
in
my
lifetime
will
come
close
to
catching
up
and
if
you
don't
maintain
something
for
too
long,
it's
almost
like
taking
it
out
of
service
and
so
recognizing
the
challenge
we're
in.
I
just
feel
like
I'd,
rather
borrow
a
little
more
now
and
you
know,
keep
up
adequately
then
then
leave
such
a
mess,
maybe
down
line,
and
that's
not
really
a
question
that
one.
That's
just.
A
Mr
chair,
if
I
could
make
a
few
comments
to
describes
questions
I
mean
I
would
think
that
maybe
I'd
start
with
the
last
one,
which
had
a
question
about
deferred
maintenance.
I
think
the
truth
is
that
we
have
been
under
investing
in
our
facilities
for
many
decades
and
we
have
a
significant
amount
of
deferred
maintenance.
So
we
have
many
buildings
that
we
are
probably
spending
more
on
now
than
we
really
should
and
they
ought
to
be
replaced.
A
So
I
think
we
we
have
a
somewhat
difficult
position
in
that
we
have
a
lot
of
assets
and
we
have
not
been
investing
enough
in
those
assets.
So
I
think
that
that
is.
That
is
true,
so
we
have
to
decide
whether
we
want
to
invest
more
in
them
to
try
to
revive
them
or,
as
was
suggested,
maybe
we
have
to
talk
about
getting
rid
of
a
few
of
those
those
facilities.
A
A
And
sorry,
the
second
question
you
were
breaking
up
quite
a
bit,
but
what
I
took
from
that
was:
are
there
opportunities
with
our
projects
to
partner
with
other
agencies?
To
kind
of
share
costs?
D
A
I
know
that
that
has
been
a
point
of
conversation,
I'm
not
aware
of
any
specific
partnership
projects
that
we
have
ongoing.
Currently
jamie.
You
may
know
of
some.
H
I
do
not
know
of
any
current
conversations.
I
think
it
is
a
point
well
taken
that
we
should
be
maybe
talking
to
on
this
notion
of
alignment
which
the
mayor
has
talked
an
awful
lot
about
that.
Perhaps
we
should
be
looking
at
that
a
little
bit
more
than
we
are.
I
think
that's
a
good
observation.
The
other
comment
I'd
make
to
build
on
carl's
comments
regarding
the
deferred
maintenance,
a
number
of
the
assets
on
the
facility
condition
index
report.
H
So
for
our
fire
stations,
the
design
of
the
fire
stations
back
in
the
1960s
is
not
the
same
as
a
design
today,
simply
because
the
equipment
that
was
being
used
back
in
the
50s
and
60s
was
a
lot
smaller
than
the
equipment
that's
being
used
today
and
so
those
those
buildings
actually,
even
if
we
were
to
retrofit
them,
we
probably
couldn't
do
it
and
still
fit
the
apparatus
into
the
into
the
buildings.
H
B
Sure
can
you
talk
into
the
microphone
because
people
can't
hear.
C
Am
I
right
for
that
right,
chairman,
peterson
and
committee
members?
So
if
you
recall,
we
were
talking
about
the
different
pieces
that
make
up
our
tax
levy.
C
A
portion
of
that
is
for
the
aquatics
fund,
and
I
want
I
think
it's
around,
like
1.2
million,
and
if
I
remember
that
correctly,
but
part
of
that
property
tax
levy,
that's
specific
for
the
aquatics
fund
is
about
650
000
that
is
set
aside
in
the
fis.
That's
transferred
as
an
internal
charge
to
the
facilities
fund
to
build
up
a
reserve
to
replace
that
pool
vessel
in
2026.
C
B
So
to
to
state
that
a
little
bit
differently,
if
we
decide
that
we're
going
to
do
this
effectively,
this
is
on
the
order
of
one
percent
of
property
taxes.
That's
what
we're
talking
about
here
instead
of
charging
one
percent
of
property
taxes
to
save
up
the
money
for
doing
that,
we
would
instead
buy
the
pool
vessel
and
then
future
years
property
taxes
would
pay
for
it.
That's
the
effect
of
this
decision,
and
theoretically,
is
it
true
that
we
could
go
into
that
fund
to
get
the
balance?
B
B
That's
already
allocated
for
the
2020
strategy:
okay,
right,
okay,
so
I'm
gonna,
I'm
gonna!
Ask
the
committee.
I
think
we
what
I
wanna
hear
is
people
discuss.
Do
we
wanna
make
a
policy
change
on
this
pool
vessel
replacement
and
pay
for
it
over
time
when
the
time
comes
as
part
of
our
solution
to
the
problem
here,
josh.
I
H
For
this
year,
mr
chairs
committee,
members
josh,
we
are
not
opening
the
pool
at
all
for
this
year.
I
think
planning
for
next
year
will
only
commence
once
we
have
some
clarity.
H
We
would
you
know
we'd
normally
get
into
the
really
active
opening
preparation
work
in
about
february
and
march.
That's
when
we
start
advertising
for
positions
and
get
into
hiring
and
such
then
john
or
carl
can
talk
about
the
the
maintenance
piece
of
it
and
when
they
start
to
ramp
up,
I'm
I'm
relatively
confident
that
we're
going
to
be
back
in
business
most
of
the
way
next
year.
I'm
not
too
concerned
about
that.
H
You
know
the
the
big
issue
with
the
pool
vessel
is
this
question
of
whether
whether
you
want
to
pay
cash
for
it
when
it
happens
or
whether
you
want
to
issue
debt?
I
don't
think
I'm
comfortable
forecasting
that
in
2027
or
28
or
whenever
that
is
that
we
finally
replace
the
pool
vessel
that
will
be
at
record
low
interest
rates.
So
I
don't
know
if
money
will
be
as
affordable
as
it
then
as
it
is
today.
H
G
Just
chair
yeah
go
ahead,
john,
I
think
at
some
point
we
have
to
start
building
a
fund,
and
this
seems
like
an
obvious
one.
I
agree
with
the
city
manager
that
five
six
years
down
the
road.
We
have
no
idea
what
the
interest
rate's
going
to
be.
It
could
be
an
exorbitant
amount.
It
could
be
reasonable.
We
just
don't
know
so
we're
we're
betting,
that
it's
going
to
be
something
the
city
can
afford
or
will
be
forced
into
making
it
forward.
But
I
think
I
think
we
should
start
with
taking
this.
G
I
A
B
And
I
think
the
just
to
comment
on
the
planning
process.
I
think
the
the
concept
here
is
based
on
information
they
have
today.
That's
what
they're
thinking
is
that
it
would
be
the
case
since
it's
an
expensive
thing.
You
want
to
plan,
you
know
just
like.
If
you
know
you're
gonna
need
a
new
driveway
in
a
couple
years.
You
need
to.
B
You
know,
want
to
save
up
for
it
that
you
want
to
do
that,
but
the
year
may
come
when
you
know
you
said:
oh,
I
think
we're
going
to
need
a
new
driveway
this
year
and
you
look
at
it
and
you
say
well,
doesn't
look
like
we're
going
to
need
that
until
next
year
or
you
might
be,
it
might
be
a
year
before
when
you
said
it
was
that
you
mess
in
the
other
direction,
and
you
say
oh
looks
like
we
need
a
new
driveway
this
year
when
we
thought
it
was
going
to
be
next
year.
B
So
I
think,
when
the
staff
proposes
that
I
think
it's
kind
of
the
middle
of
that
sort
of
thing,
and
if
it
comes
in
a
little
bit
early,
they
figure
out
how
to
string
it
along
for
another
year.
So
looping
back
to
this
question,
though
other
input
from
folks
on
this
regarding
kind
of
reducing
this
particular
deposit
in
the
aquatics
fund
for
next
year,.
B
B
I
believe
we
did
did
we
add
the
normandale
assessment
district
on.
This
would
be
the
second
thing
on
the
list
that
was
about
600
000
and
that
was
600
grand
there.
So,
okay.
B
So
then,
the
next
question
is
around
the
capital
projects
and
talk
about
that
a
little
bit.
My
personal
belief
on
this
is
if,
if
the
city
thinks
that
it
can
borrow
money
for
super
cheap,
and
we
know
we're
going
to
borrow
money
to
do
a
project,
we
should
be
looking
carefully
at
trying
to
do
as
much
as
we
can
in
the
low
borrowing
environment,
particularly
since
there's
a
lot
of
indication
that
next
year
might
be
a
good
year
to
buy
construction
also
and
so
on
the
capital
projects.
B
F
Chair,
I
just
have
a
quick
question:
will
we
be
able
to
receive
a
copy
of
the
capital
improvement
plan
or
capital
projects
improvement
plan,
or
is
it
published
on
their
website?
It
already
is
there
so
I'll
go
look
for
that
then
I
do
have
a
comment
as
well,
but
I
guess
you
haven't
got
to
the
second
point
yet,
but
my
question
I
guess,
would
be:
how
can
we
like
prioritize
the
useful
life
of
some
of
our
facilities
or
yeah?
I
guess
facilities
so
on.
F
Here
we
have
the
fire
station
number
four:
the
central
maintenance
fire
station
number
three,
which
is
finished
right,
that's
the
one
that's
in
so
we
can
cross
that
off
and
then
the
golf
course
clubhouse
is
the
golf
course
clubhouse
going
to
fall
down
in
two
weeks.
Or
could
we
theoretically
push
this
way
off
of
our
list
and
only
do
maybe
like
central
maintenance
or
something
like
how
I
mean
we
kind
of
talked
about
before?
But
how
critical
are
these
critical
activities
up
top
the
first
like
five
or
six?
I
guess.
H
John
or
carl,
do
you
want
to
speak
to
the
criticality
of
any
of
the
buildings
in
there?
None
of
them
are
in
the
about
to
fall
down
if
we
slam
the
door
too
hard
condition,
but
you
guys
want
to
talk
about
that.
A
little
bit.
A
J
Sure
sure
jamie
jamie's
right
is
that
the
buildings
aren't
in
danger
of
falling
down.
However,
we
do
spend
an
inordinate
amount
of
time
with
our
staff
resolving
heating
issues,
hvac
issues
electrical
issues
in
in
many
of
these
buildings,
simply
because
the
buildings
are
60,
plus
years
old
and
not
in
very
good
shape.
For
for
many
years,
we
have
been
saying
that
the
buildings
would,
if
you
look
at
the
central
maintenance
buildings,
we
have
been
talking
about
how
those
buildings
are
past.
J
The
point
where
significant
investment
is
a
wise
investment
because
they're
functionally
obsolete
and
the
buildings
are
60,
some
years
old,
and
so
for
for
many
years
we've
been
minimizing
the
amount
of
maintenance
we've
been
putting
in
them,
with
the
understanding
that
eventually
they
would
be
replaced.
J
Keeping
things
energy
efficient
so
that
we
get
payback
on
on
the
investments
that
we're
making
and
those
sorts
of
items
that
we're
talking
about.
You
know
as
this
is
our
facilities
area.
I
always
worry
about
deferring
more
because
it's
a
very
steep
hill
to
climb
as
it
is,
and
it
will
make
it
more
difficult
and
tougher
decisions
down
the
line.
J
J
Excuse
me:
what's
the
alignment
of
the
projects
with
council
priorities
with
other
entities
within
the
city,
we
have
a
strong
sustainability
component
in
the
criteria
that
we're
using
we're.
Also
talking
about
equity
and
inclusion
in
in
our
rankings.
How
do
the
projects
that
were
we're
talking
about?
J
How
do
those
impact
people
who
are
in
the
bipod
community
or
have
other
other
special
needs
and
we're
in
the
process
of
developing
departmental
ranks
and
when
we
get
into
august
we'll
start
doing
city-wide
rankings
of
those
and
at
the
same
time
you
know.
I
do
think
that
one
of
the
critical
questions
for
us
is
not
necessarily
which
projects
as
we
sit
here
today.
Do
we
defer,
but
more
is
this
kind
of
deferment,
a
strategy
that
the
committee
would
like
us
to
look
at
more
strongly.
I
Just
to
comment
on
that,
I
think,
as
we
look
at
this,
I
think
there
is
a
possible
benefit
to
defer
and
be
a
little
more
strategic
and
when
we
do
actually
start
saving
and
spending
on
these
facilities.
I
Given
the
current
state
that
we
are
in
right
now,
it
might
not
be
to
our
best
interest
in
our
short
term
to
defer,
but
or
it
would
be
in
our
best
interest
in
our
short
term,
to
defer
and
take
advantage
of
having
those
funds
to
help
support
us
through
this
time
until
we're
in
a
more
stable
time
to
be
in
a
position
to
actually
complete
these
these
projects,
and
so
for
my
personal
thoughts.
It
is
a
good
possibility
that
deferral
is
something
we
should
be
looking
at
as
well.
B
I
Mr
to
chair
members,
I
I
want
to
return
to
my
fundamental
point
that
I
made
earlier
that
can
we
afford
all
the
public
infrastructure
that
was
built
in
the
1960s
and
if
all
of
it
is
beginning
to
deteriorate
at
a
rate
where
everything
becomes
mediocre?
How
does
that
attract
people
to
live
in
our
community
and
send
their
kids
to
our
schools,
start
businesses
and
whatnot?
I.
I
I
would
really
urge
this
group
to
debate
and
look
at
whether
or
not
we
can
afford
all
the
buildings
that
we
currently
have
and
think
about
this,
as
maybe
there
are
some
absolutely
key
ones
that
we
need
to
invest
more
in,
because
it's
going
to
lead
to
a
high
quality
of
life
for
all
residents
here
and
those
can
be
some
tough
choices,
and
I
think
I
think
that's
why
this
group
is
here
to
help
create
that
discussion
and
debate
and
and
try
to
bring
some
consensus
forward
to
the
council
or
in
10
years
we're
going
to
have
lost
this
crisis
and
we
will
have
our
responsibility
to
make
strategic
long-term
decisions.
I
That's
just
my
personal
view
and
kind
of
one
of
the
guiding
principles
that
I'm
bringing
to
the
discussion,
and
I
think
everything
has
to
be
on
the
table
as
a
starting
point.
So
anyway,
that's
just
kind
of
my
as
we're
beginning
this
debate
and
we're
looking
for
options.
I
want
to
kind
of
help
frame
it
up
from
that
perspective.
So
thank
you.
B
B
Or
what
would
the
plan
be
replacing
that
with
a
single
building
yeah
there's
five
facilities,
there's
five
fire
stations.
I
suspect
that,
given
the
nature
of
fire
service,
there's
probably
not
an
opportunity
to
get
rid
of
a
fire
station
because
of
the
locations
and
the
service
areas
of
the
fire
stations,
and
then
you've
got
the
community
center
and
the
health
building
as
the
two
things,
and
so
I
josh
I
understand
where
you're
coming
from
on
that.
B
But
when
I
go
and
just
kind
of
draw
a
line
and
look
at
the
things
kind
of
above
the
middle
on
the
list
and
say
where's
where's
their
opportunities
to
to
make
changes
there.
You
know-
maybe
you,
like
you
know,
like
you
know.
Obviously
the
community
center,
starting
you
know,
saying
those
words
out
loud
in
the
meeting
is
like
touching
the
third
rail
on
the
railroad
track.
B
But
the
you
know
that,
looking
at
how
you
go
about
solving
the
community
center
problem,
including
there's
a
demand
in
the
community
for
that
and
then
the
health
building,
and
that
you
know
that
as
we're
seeing
now
during
the
pandemic,
that's
that's
performing
a
really
important
function
in
the
community.
B
So
I
think
we
have
to
look
at
those
things,
and
maybe
maybe
some
of
these
functions
have
the
opportunity
to
be
combined
together,
where
we
have
fewer
buildings
that
we
have
to
take
care
of,
but
I
look
at,
I
don't
think
there's
ability
to
get
rid
of
like
half
in
there,
and
so
that's
that's.
I
think
the
struggle
that
we
have
is
even
you
know
like
if
you
said
we're
not
going
to
have
a
community
center.
B
H
Mr
chair
and
committee
members,
if
I
can
just
jump
into
just
on
this
list,
you're
right
the
five
fire
stations
that
are
there,
it's
four,
because
fire
station
three
is
being
done
and
the
other
four
were
just
reviewed
this
monday
night
with
the
city
council
meeting
during
the
study
session,
we
just
concluded
a
fire
service
assessment
and
the
consultant
took
a
hard
look
at
the
placement
of
the
fire
stations
and
that
yeah
you
could
move
one
or
two
to
pick
up
a
little
bit
of
coverage
within
the
community,
but
generally
where
they're
at
is
the
right
location
and
the
schedule
that
we
have
for
replacement
is
the
right
schedule.
H
So
those
are
those
were
just
recently
studied.
So
you
know
this
isn't
really
a
swag
at
this
point,
and
this
is
bringing
an
outside
expert
who
works
around
the
country
to
sort
of
validate
some
of
the
findings
that
we
had
initially,
but
again,
it
comes
down
to
you
know
when
the
resources
are
available
to
do
it,
and
sometimes
some
of
these
will
move
up
or
down
based
on
you
know
the
resources
that
are
available.
H
If
it's
something
other
than
debt,
you
know
just
issuing
geo
debt
or,
if
there's
some
sort
of
compelling
need
in
the
community.
Not
all
of
these
are
meeting
the
same
purpose.
We
have
some
that
are
instrumental
to
our
service
delivery,
like
the
fire
stations
or
the
central
maintenance
garage,
and
then
you
have
some
that
are
part
of
our
quality
of
life
service
offerings
like
the
community
center
in
the
golf
course
and
the
ice
garden,
and
so
it
really
becomes
a
balancing
act
of
you
know.
What
are
we?
H
H
F
Thanks
chair
question:
is
it
possible
so
I'm
looking
at
the
cip
right
now?
Is
it
possible
to
get
an
update
of
what
projects
have
been
completed
to
date
in
2020
so
on
here?
There's
a
couple
of
priority
projects
and
I
think,
like
a
couple
of
them,
have
already
been
done.
Like
the
dog
park,
parking
lot
has
been
redone
already
and
then
the
fire
station
is
complete
and
a
couple
other
ones.
So
is
there
a
completed
list
of
what.
F
Okay,
then,
I
had
another
question,
but
I
just
forgot
it,
but
in
skimming
through
this
and
talking
about
the
quality
of
life,
it
looks
like
between
now
and
2024.
F
Excuse
me.
The
golf
course
is
in
the
ice
garden
have
like
a
total
of
12
million
dollars
in
improvements
that
need
to
be
made.
So
that's
something
I
guess
we
should
probably
think
about,
because
that's
a
lot
of
money
for
quality
of
life
activities
and
a
couple
other
things
but
yeah,
let's
just
come
in,
but.
B
B
Just
just
to
plan
a
seat
on
the
quality
of
life
things
the
interesting
kind
of
trade-off
on
that
is,
when
you
hear
from
the
kind
of
real
estate
professional
community
on
the
impact
that
the
quality
of
life
things
have
on
the
desirability
of
the
community,
and
it
doesn't
take
a
whole
lot
of
kind
of
swing
in
the
value
of
homes.
For
that
number
to
dwarf
the
kind
of
dollars
per
year,
numbers
that
we're
talking
about
in
the
in
when
we're
in
here.
B
But
you
know
if
we
do
get
to
the
point
of
kind
of
making
permanent
decisions
and
when
we're
talking
about
facilities
like
this
and
getting
rid
of
them,
you
know
we're
talking
about
kind
of
permanent
decisions,
not
temporary
decisions.
B
I
think
we
have
to
look
very
carefully
at
that,
because,
because
making
sure
that,
in
particular,
one
of
the
things
that
I've
always
had
with
priority
is
making
sure
that
bloomington
continues
to
be
a
place
that
people
want
to
bring
their
family
to
and
kind
of
grow
a
family,
because
I
think
that's
a
that's
a
lot
of
what
makes
a
community
like
ours.
B
G
Mr
chair
members,
a
couple
of
these
facilities
do
generate
income,
and
so
what
it
would
cost
to
replace
them
or
have
significant
maintenance
is
significantly
offset
by
service
fees
and
other
things.
So
this
is
a
good
list,
but
there
are
some
factors
on
a
few
of
these
like
the
golf
course
is
fairly
close
to
a
zero.
G
It
costs
a
little
bit,
but
it's
a
lot
less
than
it
used
to
be
in
years.
Past
ice
garden,
great,
creates
a
little
bit
of
income,
and
so
on.
So
there's
a
few
of
these
that
don't
match
100
investment,
it's
maybe
only
a
five
or
ten
or
fifteen
percent
investment
because
of
what
it's
generated.
So
I
think
we
have
to
keep
that
in
mind
too,
that
these
are
not
all
created
equal.
K
F
And
is
it
eligible
to
do
that?
I
thought
in
like
a
meeting
or
two
jamie
said
that
we
couldn't
make
a
profit
off
of
like
the
ice
garden
or
something
was
that
were
we
talking
about
that.
F
I
think
so
we're
breaking
even
excuse
me
even
with
our
fees
for
like
the
ice
garden,
but
excuse
me
I'm
sorry.
I
felt
like
a
couple
weeks
ago
in
a
meeting
you
said
that
we
couldn't
make
a
profit
off
of
the
fees
we
charge
right.
H
H
When
we
look
at
the
pricing
for
ice
time
at
the
at
the
garden
or
greens
fees
at
the
golf
course,
we
spend
much
more
time
looking
at
the
competitive
market
around
us
and
what
you
know
whether
the
cities
or
other
facilities
are
charging,
because
those
are
enterprise
operations.
We
run
them
like
businesses.
B
H
A
So
I
would
say
that
our
facilities
fund,
the
space
and
occupancy
charges
that
we're
charging
generally
to
all
the
users
cover
the
cost,
primarily
of
ongoing
maintenance
and
kind
of
smaller
capital
items.
They
need
to
have
a
new
boiler
or
a
new
roof
for
those
types
of
things.
It
does
not
include
enough
fees
to
cover
new
facilities,
so
those
larger
items
on
that
list
are
not
funded
or
there's
not
monies
being
set
aside
currently
to
fund
those.
The
majority
of
those
projects.
I
B
D
Thank
you.
This
is
a
great
conversation
from
my
perspective.
By
the
way,
this
is
helping
me
a
lot.
I
am
sensitive
to
the
notion
of
about
deferral
and
when
and
and
picking
it
up
and
and
I'm
getting
back
to
looking
at
this
list
and
seeing
some
of
these
are
more
naturally,
potential
alignment,
opportunities
and
others
others
less
so,
and
I'm
wondering
in
this:
do
we
do
it
now?
Does
it
defer?
This
is
even
before
you
get
to
the
do
we
borrow
or
spend
from
one
of
these
internal
funds
question?
D
You
know
three
rivers
we've
got
four
golf
courses
running
at
a
profit.
At
this
point.
I
don't
know
if
some
piece
of
that
mission
can
be
achieved
less
expensively
by
some
alignment.
With
with
that
golf
system,
I
look
at
the
health
building
and-
and
you
know
we
talked
about
how
the
counties-
and
I
know
we're
going
to
deal
with
health
a
little
later,
but
you
know
there.
D
It
strikes
me
that
there
may
be
some
alignment
opportunities
in
the
public
health
area
that
might
suggest,
let's
defer
some
of
that
expense
for
right
now,
at
least
it
would
be
responsible
to
defer
or
explore
those
alignments-
and
maybe
there's
some
money
in
that.
I
don't
that's
not
going
to
solve
this
whole
problem,
but
it
feels
to
me
in
the
in
the
sphere
of
prioritizing.
B
B
J
I
can
jump
on
that
one.
I
don't
think
that
tonight
we
need
a
decision
about
whether
or
not
we're
delaying
or
not
delaying.
J
I
think,
an
outcome
that
that
we
would
like,
through
your
process,
is
developing
an
asset
management
plan
and
some
recommendations
around
the
longer
term
problem
of
the
85
million
dollar
hole.
You
know
there
isn't
a
building
that
you
can't
limp
along
for
another
year
or
two
years
because
of
the
situation
we're
in
and
and
and
so
as
I
say
that
there
probably
is
a
place
for
some
deferral
and
some
investment,
but
over
the
longer
term
period.
How
do
we?
J
You
know
the
hole
that
we
have
plays
into
our
whole
future
fiscal
fiscal
plan.
H
I
think
the
conversation
has
been
good
in
terms
of
trying
to
maybe
get
to
some
get
to
some
point
at
the
next
conversation
when
we're
actually
talking
about
some,
maybe
policy
decisions
about
understanding
the
the
balance
of
the
essential
services
and
the
the
quality
of
life
services,
because
I
think
there's
a
lot
of
merit
to
both
the
arguments
right
that
you
know
we
want
to
be
attracting
people
to
bloomington
and
making
sure
that
we
have
the
amenities
that
are
necessary
to
do
that.
H
I
would
maybe
go
back
to
what
carl
said
about
the
projects
that
are
funded
through
the
facilities
fund
itself.
You
know
most
of
the
most
of
the
projects
that
we've
gravitated,
towards
discussing
on
the
on
the
facilities
condition
index,
are
replacement
projects
they're,
bigger
ticket
items,
they're
ones
that
we
would
be
issuing
debt,
for.
H
I
think
the
the
real
thing
that
staff
will
need
to
do
is
maybe
take
some
of
this
conversation
and
go
back
and
have
another
look
at
the
facilities
fund
to
see
if
the
projects
that
we're
planning
to
fund
through
that
set-aside
are
ones
that
we
can
defer
and
and
what
impact
that
would
have
on
operations
to
the
point
that
carl
made
about
the
space
and
occupancy
charges
just
providing
for
the
general
maintenance
that
that's
probably
what
we
want
to
look
at
is
how
we
control
those
facility
chargebacks
to
the
departments
by
deferring
some
projects
in
the
next
couple
years.
H
B
So
just
one
follow-up
comment
to
the
jamie's
comment:
there
is
that
you
know
look
looking
at
this
list.
It's
it's
pretty
clear
for
the
next
decade
or
two
for
projects
that
are
funded
out
of
the
facilities
fund
and
remember
in
the
capital
improvement
plan.
That's
a
slice
of
the
capital
improvement
plan.
It's
not
the
whole
thing,
so
we're
just
talking
about
this
particular
fund,
but
for
things
that
are
paid
for
out
of
this
fund,
we're
as
a
city
we're
going
to
be
spending.
B
B
I
think
our
our
I've
always
thought
of
our
charge
as
making
a
reset
so
that
the
the
city's
kind
of
expense
posture
is
aligned
with
the
revenue
that
we
think
we
can
do
and
that
things
are
ordered
so
that
we
can
kind
of
grow
our
way
out
of
that
and
it's
I
think
it's
within
our
conversation
to
have
a
conversation
about
this
and
say
we
want
to
make
sure
that
there's
the
right
amount
of
money
available
for
these
replacement
projects
so
that
over
that
10
or
20
year
period
we're
delivering
the
lowest
cost
over
that
time
period.
H
Been
at
it
for
almost
two
hours,
kari
does
that
work
for.
B
You,
yes,
okay,
okay,
we
will
do
a
break
and
we'll
start
back
up
at
let's
do
it
at
8,
25.,
okay,
okay,.
B
We've
got
a
critical
mass
of
people
back
so
next
up
for
our
conversation
is
a
conversation
on
the
fleet
fund.
Let's
go
ahead
with
that.
C
All
right,
so
the
fleet
fund,
also
in
the
public
works
department,
and
this
fund
pays
for
the
the
costs
that
are
related
to
the
operations
and
the
maintenance,
repair
and
replacement
of
the
city,
vehicles
and
equipment,
and
so
the
departments
are
charged
for
vehicles
and
equipment
used
by
their
department
and
recently,
as
I
mentioned
earlier,
they
just
very
recently
completed
a
in-depth
service
assessment
of
the
fleet
division
and
so
part
of
their
operating
expenses
were
reduced.
C
C
So
the
charges
are
based
on
the
maintenance
and
replacement
costs
and
based
on
the
vehicles,
and
in
the
past
there
was
just
one
fleet
equipment
charge
that
the
the
departments
would
see
on
their
line.
Item
budgets
and
beginning
with
this
2021
budget,
michael
keim,
who
is
on
webex
tonight
and
will
be
available
for
questions
here
in
a
few
minutes,
went
through
and
split
out
those
fleet
charges
between
fleet
equipment,
maintenance
and
repairs
and
then
also
the
replacement
so
that
the
replacement
and
then
the
maintenance
are
separate
and
more
transparent.
C
Here
is
the
split
of
the
internal
charges
that
are
charged
out
to
departments,
and
you
can
see
it
is
predominantly
public
works
and
then
also
police
has
a
large
portion
of
the
fleet
portion
of
the
fleet,
charges
and
so
kind
of
by
the
numbers.
They
have
600
units
and
250
attachments
that
are
serviced
and
maintained
and
18
645
hours
annually.
C
We,
yes,
I
believe
that
is
a
vehicle.
I
don't
know
if,
michael,
if
you're
available
to
answer
that
question.
I
I
B
C
Thank
you,
michael,
so
combined
warehouse
and
parts
operation
to
eliminate
redundancies,
outsourced
our
parts
procurement,
eliminating
that
was
the
how
we
were
able
to
eliminate
three
full-time
employees,
our
positions
and
then
reduced
operational
costs
from
5.4
million
with
that
change
down
to
5.2
million
and
then,
as
I
said
before,
they
reap
michael
revamped,
the
chargeback
system
based
on
the
service
recommendations
and
it's
more
transparent
now,
so
that
the
departments
that
use
this
service
can
make
better
fiscal
decisions
to
reduce
their
internal
charges.
C
So
here's
some
of
the
challenges-
and
we
talked
about
this-
a
little
about
in
the
facility
presentation,
so
they're
operating
in
an
outdated
and
undersized
facility.
So
it's
been
identified.
It
was
identified
as
a
safety
hazard
by
a
consultant
in
2014
and
then
most
recently
or
more
recently,
identified
as
undersized
by
a
consultant
in
2019,
so
it
causes
inefficiencies.
C
Here
we
have
the
kind
of
long-term.
This
is
the
budget
model
for
the
the
fleet
and
equipment
funds.
So
there
you
can
see
their
revenues
there,
with
the
maintenance
charges
to
departments
replacement
charges
to
departments,
there's
also
some
revenue
for
there's
vehicle
auctions.
We
do
sell
some
of
the
equipment
and
vehicles
so
there's
some
revenue
outside
of
revenue
there
and
then
it's
you
know:
wages
and
benefits,
material
supplies,
internal
services
and
then
the
capital,
the
vehicle
equipment,
expenses.
C
This
the
working
capital
goal
is
in
the
goal
for
the
reserve
for
this
fund.
We
have
a
month
of
operating
expenses,
kind
of
give
some
flexibility
fuel
contingency.
If
fuel
prices
increase
drastically
and
then
the
biggest
part
is
the
equipment,
replacement
reserve
and
so
currently,
at
the
end
of
2020,
there
were
early
on.
C
In
the
year
there
were
some
planned
capital
expenses
for
2020
that
we're
going
to
be
deferring
until
2021,
so
we
are
looking
at
being
a
little
higher
than
our
goal
at
the
end
of
2020.,
but
those
will
need
to
be
purchased
eventually,
so
some
policy
options
to
discuss
there
are
still
opportunities
to
further
downsize.
The
number
of
units
in
the
fleet
reduce
redundancies
by
consolidating
fleet
operations
and
continue
to
replace
combustion
engines
with
electric
vehicles
when
they
make
sense,
and
that
was
very
quickly,
the
fleet
fund.
C
D
B
That
is
a
rolling
balance.
Basically,
that's
the
fun
that
the
equipment
is
bought
out
of
and
then
the
department
that
gets
the
vehicle
pays.
That
back
with
with
the
with
the
interest
that
the
fund
stays
at
the
right
level,
yeah.
B
B
B
Sure
we
are
pretty
much
a
pass-through
operation.
I
So
like,
if,
like
the
bed
vehicle,
they
added
a
vehicle.
So
we
have
to
maintain
that
one.
If
say
like
one
of
the
earlier
options
that
was
presented
under.
I
B
G
Mr
chair
and
committee
members,
I
sat
on
a
committee
several
years
ago
that
I
think
it's
good
for
the
committee
to
know
that
a
lot
of
the
fleet
sat
outdoors
and
that
shortens
the
length
of
a
vehicle,
and
so
we
built
facilities
so
virtually
100
percent
of
the
maintenance
fleet
police
vehicles,
public
works,
all
those
were
stored
indoors
and
they
said,
depending
on
the
vehicle,
it
can
add
one
or
two
years
to
the
useful
life
of
the
vehicle
and
in
a
fleet
the
size
of
650
vehicles.
G
That
was
pretty
significant,
so
it
kind
of
gets
back
to
that.
What
do
we
cut
and
what
do
we
is
there?
An
efficiency
in
in
doing
a
certain
thing
that
will
extend
the
life
and
I'm
not
sure,
I'm
sitting
in
them
with
enough
information
to
make
those
kind
of
decisions.
But
there
are
things
that
have
been
done
to
extend
the
life
of
the
of
the
fleet
that
the
committee
may
not
know
about.
C
C
And
I,
the
I.t
department
provides
the
city
with
computer
hardware.
Software
coordinates
the
networking
and
communications
of
the
system
in
accordance
with
the
city's
long-range
information
technology
plan
and
supports
175
servers
200
more
than
280
software
applications,
1200
laptops,
desktops
and
printers
26
sites
and
20
miles
of
installed.
Fiber.
C
And
I
I.t
services
affect
the
public
by
providing
a
better
experience
for
events
and
services,
and
they,
you
know,
support
the
services
departments
and
also
the
departments
that
interact
then
with
outside
customers
on
a
regular
basis.
So
here's
just
specifically
some
of
the
the
ways
in
which
the
I.t
department-
this
is
an
internal
service
fund,
but
they
directly
affect
the
public,
so
extending
public
wi-fi
at
city
facilities.
C
Ensuring
technology
is
accurately
configured
at
the
wic
clinic
the
women
infant
children
clinic
providing
wireless
service
for
the
weekly
farm
farmers
market
in
the
summer,
providing
gis
mapping
services
which
are
made
available
on
the
city's
website.
C
So
since
2018
we've
begun
to
evaluate
the
city's
software
application
portfolio
and
then
an
I.t
steering
committee
was
created
internally
with
representatives
from
different
departments
across
the
city
and
have
identified
reduction
redundant
applications
to
determine
whether
or
not
we
can
create
opportunities
to
reduce
the
number
of
applications
being
used.
C
So
for
their
operating
expenses,
there's
the
staff
salaries
and
benefits
so
part
of
the
the
assessment
of
the
id
department.
There
used
to
be
it,
employees
that
were
under
the
public
works
department
and
those
are
now
all
under
the
I.t
department.
So
we
moved
four
full-time
public
works,
it
employees
to
the
it
department.
C
So
for
the
2020
budget
there
were
18,
full-time
and
two
part-time
employees,
and
some
were
still
in
the
public
works
budget
for
the
2021-2022
budget,
requests
that
has
been
reduced
to
17,
full-time
and
one
part-time,
and
they
are
all
within
the
I.t
budget.
So
they
do
also
have
material
supply
services.
C
C
So
the
charges
changed
in
2021
budget,
so
in
the
past
they
were
a.
C
The
allocations
were
based
on
whether
the
number
of
laptops
or
desktop
that
the
department
had,
and
so
as
the
I.t
steering
committee
kind
of
looked
into
how
that
was
charged
out
and
talked
about
all
of
the
technology
that
employees
use
at
the
city.
Even
if
they're
not
sitting
in
front
of
a
computer
all
day,
the
jobs
are
such
where
technology
is
used.
C
C
So
here
is
the
kind
of
split
out
and
you'll
see
it's
very
heavily.
Public
works
police
department,
also
community
development.
C
This
fund
is
you'll
see,
so
this
is
their
kind
of
five
year,
look
for
a
long-term
budget
model
and
what
you
will
see
for
their
working
capital
balance.
This
this
fund
has
struggled
this
internal
service
fund
has
struggled
in
recent
years
and
to
have
enough
internal
charges
to
support
it,
and
so
just
this
look
that
we're
looking
at
here
and
part
of
this
is
moving.
All
the
public
works
employees,
not
all
of
them.
Moving
the
I.t
public
works
staff
under
the
I.t
umbrella
to
making
it
more
transparent.
C
So
it
has
been
an
issue
of
having
the
correct
charges
to
support
the
true
cost
of
I.t
for
the
city,
and
so
one
of
the
things
that
we'll
talk
about
is
an
option
is,
I
think,
back
in
2014,
we
replaced
our
erp
financial
hr,
payroll
software
and
the
strategic
priorities
fund
transferred
or
had
an
interfund
loan
to
the
I.t
fund,
and
that
was
paid
back
about,
like
I
think,
600
000
of
that
or
650
000
of
that
has
been
paid
back,
but
there's
still
six
hundred
thousand
left
and
to
try
to
work
that
into
this
model
to
and
not
make
the
charges
to,
departments
increase
greatly.
C
It
keeps
kind
of
getting
pushed
out.
So
it
we've
had
discussions
internally.
That
there's
been
other
things
that
have
been
that
the
strategic
priorities
fund
has
has
transferred
money
to
help
in
different
areas
like,
for
example,
like
in
the
fire
pension
fund,
where
it
was
not
an
inter-fund
loan,
and
it
might
might
make
sense
for
just
that
not
to
have
that
be
the
rest
of
it
be
an
inner
fun
loan.
But
just
that
was
a
transfer
and
we
can
kind
of
move
on.
C
So
we,
if
you
look
at
the
end
of
2019
it
on
this
slide
the
working
capital
balance
line,
we
kind
of
have
it
color
coded.
So
if
it's
in
good
shape,
we
have
we
color
code
it
as
green.
C
If
it
starts
going
below
90
percent
of
the
goal,
it
starts
turning
red
and
you
can
see
in
2020
it's
red
and
then
21
and
ford,
it's
getting
very
red
so,
but
for
projected
2020,
it's
at
79
percent
of
the
goal,
and
so
what
we
have
in
that
goal
is
an
amount
for
capital
expenses,
software
expenses
a
month
of
operating
expenses
and
then
some
money
that
there's
there
were
some
fairly
major
fiber
projects
that
were
done
and
money
was
set
aside
from
or
internally
charged
from
other
departments
that
use
the
fiber
like
utilities
and
communications,
and
a
lot
of
things
were
accomplished
and
there's
sort
of
a
remaining
amount
of
almost
175
000.
C
So
here's
some
policy
options
for
the
committee
to
discuss
and
we
we
do
have
amy
chaney.
The
chief
information
officer
is
on
the
call
on
the
webex
meeting
and
there
she
is-
and
so
I
just
talked
about
that-
interfund
loan
from
strategic
priorities.
If,
if
we
think
we
need
to
eventually
pay
that
back,
that's
what's
being
currently
modeled
out
and
the
committee
might
have
an
interest
in
assisting
with
evaluation
of
services
that
maybe
the
I.t
department
hasn't
offered
in
the
past
or
would
consider
expanding.
C
And
another
thing
to
think
about
is
reducing
volatility
in
the
I.t
budget
by
moving
to
subscription
services
rather
than
increasing
capital
spend,
and
I
think
yeah.
C
So
with.
I
Sure
chairs,
members
of
the
committee,
what
we're
talking
about
is
really
our
software
and
so
when
we're
talking
about
subscription
we're
talking
about
cloud
services.
So
currently
we
have
a
mix
of
cloud
services
and
what
we
call
on-premise
software,
and
so
the
strategy
would
be
to
move
to
more
cloud
based
applications
in
the
future.
D
I
C
G
C
The
theory
would
be
proposing
to
the
council
that
that
loan
would
be
forgiven.
That's
out
this
outstanding
amount.
So
there's
about,
I
think
it's
like
six,
like
six
hundred
thousand
six
hundred
fifty
thousand,
so
it
all
just
it
would
be
internal.
E
C
This
it
fund
that
is
struggling
would
not
have
to
model
out
having
to
pay
that
money
back
to
the
strategic
priorities
fund.
B
C
So
it's
if
that,
if
we
leave
it
where
we
need
to
pay
that
back,
it
affects
the
charges
to
the
departments
which
then
that
those
internal
those
departments
that
are
charged
they
are
funded
by
the
property
tax
levy.
So
it
it
has
the
effect
of.
If
we
need
to
increase
the
internal,
the
I.t
charges
to
be
able
to
pay
that
back.
Then,
especially
the
departments
that
have
activities
in
the
general
fund
with
it
charges,
they
would
have
an
increased
property
tax
need.
D
Mr
chairman,
well
that
really
appeals
to
me,
because
it
feels
to
me
like,
if
you
can
do
that,
I
don't
want
to
be
pejorative
about
this,
but
it
almost
feels
like
this
amounts
to
almost
an
over
reserve
from
somewhere
else
like
it
seems
like
there's
funds.
If,
if
that
can
be
achieved,
that
feels
like
real
low
hanging
fruit
to
me,
am
I
missing
something?
I
don't.
H
Mr
chair
and
committee
members,
john,
I
don't
think
you're
missing
something
here
and
that's
why
I
think
staff
is
leaning
towards
that
recommendation,
because
it
it
doesn't
make
sense
right
now
to
have
that
that
payback
in
place,
if
it's
gonna,
if
it's
gonna,
cost
taxpayers
dollars
the
strategic
priorities
fund.
H
Is
it's
a
it's
a
fund?
That's
been
set
up
for
the
council
to
utilize
for
special
projects
or
strategic
priorities
that
pop
up
and
it's
been
used
in
a
number
of
different
ways.
So
over
the
last
couple
years
an
example
is
they
allocated
about
three
quarters
of
a
million
dollars
a
year
to
some
to
what
we
call
a
neighborhood
emphasis
program
or
neighborhood
support
program
in
northeast
bloomington?
So
we
could
put
more
resources
into
that
area
to
support
low
interest
home
loan
or
home
improvement
loans.
B
Other
comments
or
questions
I'm
going
to
float
the
idea
here,
then
that
that
that
we're
interested
in
kind
of
doing
this
loan
forgiveness
and
doing
that
anybody
have
an
objection
to
that.
No,
not
seen
a
whole
lot
of
objection
to
that
that
one
and
now
we've
got
three
things
on
the
list,
so.
C
So
the
amount
that
the
it
fund
needs
to
pay
back
is
around
like
600
000,
but
it's
not
a
direct
savings
to
the
tax
levy.
It's
just
helping
their
model.
Overall,
they
were
going
to
pay
that
back
in
the
future
and
it
it
was
spread
out
over
a
long
time.
So
it's
not
going
to
have
a
big
impact
like
the
other
two
things,
but
but
I
think
it
does
have
an
impact.
B
The
any
other
comments
on
any
of
the
other
things
on
the
list
there,
so
just
in
in
the
purpose
of
disclosure.
I'm
specifically
not
commenting
on
the
third
thing,
because
that's
the
very
business
that
I
work
in,
so
I'm
I'm
not
I'm
not
expressing
an
opinion
about
that.
It
would
be
up
to
other
committee
members
to
talk
about
that.
One.
F
I
just
have
a
comment
or
a
statement,
that's
tangent
to
this
because
of
our
new
work
environments.
I
guess
I
would
highly
support
making
sure
that
we
have
all
of
the
I.t
security
and
type
risk
assessments
to
make
sure
we're
safe
as
a
agency
or
the
city
is
safe
as
agency
working
from
home
with
private
information.
So
if
that
is
an
additional
expense,
I
feel
like
we
should
make
sure
that's
supported
from
the
budget
office
or
from
your
team
amy.
I
No
just
so,
you
know
that
we
do
have
a
a
very
good
security
posture
and
we're
continually
evaluating
it,
and
we
do
have
some
money
set
aside
in
our
strategic
plan
initiatives
for
this
year
to
do
a
little
extra
as
well.
D
It
strikes
me
it
will
be
expensive
over
time
to
be
counter
to
the
trend.
Is
that
is
that
a
safe
observation
or
or
is
that
ignorance
counsel
just
a
bit.
I
C
All
right,
the
next
internal
service
fund
is
the
insurance
fund
and
we
have
amy
larson
who's,
the
risk
and
litigation
manager
on
the
webex,
and
so
this
fund
pays
for
the
all
the
costs,
including
premiums
and
losses
related
to
these
types
of
insurance.
C
So
if
multiple
claims
are
presented
and
are
not
related
to
the
same
incident,
a
500
000
self-insured
retention
will
be
paid
for
each
claim
and
claims
over
500
000
are
covered
by
the
wcra,
which
is
the
workers,
compensation,
reinsurance
association,
so
departments
are
charged
premiums
for
workers
compensation
through
the
payroll
process
based
on
employees,
workers,
comp
codes
and
so
depending
on
the
type
of
job
that
the
employee
has.
Some
are
inherently
riskier
than
others
and
there's
more
of
a
internal
charge
to
the
insurance
fund.
C
You
know,
like
a
police
officer
compared
to
an
accountant,
so
that
happens
every
two
weeks
through
payroll
and
that's
audited
every
year
as
well,
and
then
the
general
liability
insurance,
so
the
insurance
purchased
through
the
league
of
minnesota
cities,
insurance
trust
and
the
leave
minnesota
cities.
Insurance
stress
is
a
trust.
That's
made
up
of
the
majority
of
cities
in
the
state
and
it's
like
a
it's
a
pool,
so
we
can
so
that
they
can
keep
costs
stable
and
so
what?
When
some
cities
are
having
good
years,
it
helps
other
ones
that
are
having
bad
ones.
C
And
if
everyone
has
a
good
year,
we
do
get
a
dividend
for
general
liability.
There
is
a
100,
000,
deductible
and
so
annually
departments
pay
a
percentage
of
the
premium
for
that
to
the
league
based
on
their
total
losses,
plus
they
receive
a
chargeback
for
actual
losses
paid
by
that
are
paid
by
the
insurance
fund
and
that's
prorated
over
five
years.
C
Automobile
insurance
is
also
purchased
through
the
league
and
there's
a
50
000
deductible,
and
the
premium
for
this
coverage
is
charged
to
the
fleet
fund.
So,
michael
kim
that
we
just
were
talking
to
earlier,
it's
that
fund
and
then
individual
departments
do
re,
receive
a
chargeback
for
actual
losses,
automobile
losses
prorated
again
over
five
years.
C
And
then
these
are
just
those
miscellaneous
insurance
policies.
So
fireworks
has
a
100
000
deductible,
just
a
small
premium
and
that's
just
charges
of
parks
and
recreation.
The
medical
professionals
is
charged
to
public
health
and
then
there's
a
look
at
liquor,
liability
and
for
the
golf.
C
C
So
here
is
the
long-term
model
for
the
insurance
fund
and
you
will
notice
so
for
the
working
capital
balance
you
know,
we've
got
at
the
top
are
the
revenues.
These
are
the
internal
charges
that
go
out
to
the
department
so
for
workers,
comp
general
liability,
automobile
property
and
those
those
you
know
internal
revenues
and
then
the
expenses
are
going
to
be
the
premiums
and
claims
that
are
paid
out
and
accruals
for
for
claims
and
then
the
working
capital
balance
for
the
like
for
2019.
C
You
can
see
it
it's
looking
very
healthy
and
then
we
have
our
working
capital
goal
and
the
what
we
have
in
what
we've
had
in
there.
So
for
like
19
and
20.,
we
had
1.8
million
right
and
a
reserve
for
workers
compensation.
I
was
saying
we
were
self-insured
up
to
the
500
000,
but
if
there's
multiple
claims,
those
are
multiple
500
000.
C
So
we
have
not
really
knowing
what
is
going
to
happen
with
the
coven
pandemic
and
with
workers
compensation.
We
have
increased
that
quite
a
bit.
So
that's
something
to
look
at,
and
so
it
was
at
1.8
million
and
we
have
it
now
at
almost
3.6
million.
C
And
then
we
have
some
other
in
our
working
capital
goal
for
general
liability,
automobile
and
property.
C
E
D
D
I've
only
tangentially
been
watching
the
the
liability
legislation
related
to
covid
claims,
so
I
forget,
where
it
lands
for
local
governments
or
and
like
so
I'm
just
wondering
how
how
solid
or
soft
are
those
projections
relative
to
covid
related
claims.
A
If
kari,
if
you
can
go
back
to
that
slide,
please
what
we
had
done
was
originally.
We
were
estimating
somewhere
in
the
neighborhood
of
you,
know
at
the
least,
a
12
to
15
000
estimate
for
any
coveted
related
claims.
We
would
have
for
first
responders.
A
So
what
we
did
was
we
added
about
two
and
a
half
million
dollars
to
our
current
projection
and
the
1.8
million
dollars
was
actually
projected
out
by
an
actuarial
study
that
we
had
performed
approximately
four
years
ago.
We
are
due
to
do
another
actuarial
study,
but
we
increased
our
working
capital
goal
and
workers
compensation
by
about
two
and
a
half
million
dollars
so
that
we
could
cover
any
workers
compensation
claims
that
would
come
through
from
our
first
responders.
A
A
What
happened
was
that
we
were
able
to
or
or
the
legislators
came
back
and
they
had
determined
that,
instead
of
having
coveted,
related
workers,
comp
claims
for
worker
for
first
responders
be
individual
claims
that
we
were
going
to
be
able
to
actually
count
them
as
one
claim,
and
so
while
that
may
have
lessened
our
exposure
from
a
number
standpoint,
we
still
don't
know
enough
about
what
the
side
effects
or
what
the
lasting
effects
are
going
to
be
for
anyone
who
would
actually
get
covid19,
and
so
at
this
point
in
time
we
have
continued
or
we've
maintained
the
additional
funding
in
this
for
the
working
capital
goal
in
workers
comp
just
so
that
we
can
make
sure
that
we
can
potentially
meet
any
of
our
claims
responsibilities.
A
Still
hanging
out
with
the
legislature,
though,
is
whether
or
not
we
are
going
to
be
able
to
transfer
the
anything
above.
Our
500
000
to
the
workers
compensation
reinsurance
fund,
as
a
one-time
or
or
for
for
workers,
comp
claims
related
to
covid19,
and
we
think
that
it
shouldn't
make
a
big
difference,
because
if
we
are
able
to
count
them
as
one
our
self-insured
retention
for
workers,
compensation
is
the
500
000.
D
C
C
Okay,
so
sounds
good.
I'm
trying
to
go
fast,
okay,
all
right.
So
next
internal
service
fund
is
a
smaller
one.
The
amount
of
internal
charges
and
fund
balance
this
it's
the
support
services
fund,
and
so
what
that
covers
is
the
mail
room,
the
print
shop
and
the
information
desk-
and
this
is
part
of
the
community
services
department
and
specifically
in
the
communications
division,
is
where
that
falls
under.
C
There
is
just
one
full-time
employee
who's
in
the
print
shop,
there's
two
part-time
employees
who
do
the
mail
room,
mail
services
for
the
city,
and
then
we
have
two
part-time
employees
at
the
information
desk,
and
here
they
are
and
the
mail
room,
sorts
350
pieces
of
mail
a
day
print
shop
was
established
in
1959
and
the
information
desk
as
just
as
a
side.
Note
too.
C
Along
with
when
the
city
you
know,
buildings
are
open
during
you
know,
regular
business
hours
also
is
there
for
the
center
for
the
arts
attendance
and
that
traffic
totals
on
evenings
and
weekends.
72
000
people
annually
in
a
normal
you
know
year,
and
so
the
way
those
are
charged
out
is
the
print
shop
charge
is
not
an
allocation.
C
All
the
other
things
that
we've
been
talking
about
this
evening
with
internal
service
charges
are
determined
in
allocation
and
that's
budgeted,
and
that
is
what
is
charged
out
based
on
budget,
whereas
the
print
shop
is
those
internal
that
internal
revenue
is
based
on
actual
jobs
to
departments,
but
then
the
mail
room
is
kind
of
based
on
department's
use
of
postage
and
mail
service,
and
then
the
information
desk
is
supported
by
phone
charges
and
phone
charges
are
kind
of
are
maintained
like
amy
cheney
was
talking
about
our
system
through
logis,
but
the
it
heavily
supports
that,
and
so
those
phone
phone
charges
are
an
internal
charge
and
35
of
that
revenue.
C
That
kind
of
funds.
The
information
desk
based
on
the
phones
that
each
department
has.
C
And
then,
as
I
said,
this
is
a
smaller
smaller
budget
and
it's
very
healthy.
So
the
charge
is
around,
you
know
500
000
a
annually
and
then
there's
the
wages,
benefits
material
supplies
and
you
know
their
their
fund.
Balance
is
very
healthy,
but
also
you
know
overall
small,
it's
a
little
so
end
of
2020
we're
projecting
around
170
000.
B
C
So
sixty
thousand
spread
out
over
all
the
departments
and
the
percentage
that
would
be
general
fund.
I
B
B
I
think
we're
kind
of
looking
around
for
things
I
don't
know
if
we're
at
the
60
000
level,
yet
right
now,
but
right
you
know.
I
think
that
one
we
need
to
need
to
file
that
one
away
as
a
potential
place
to
get
a
little
bit
of
money.
Okay,.
C
Okay,
so
the
next
two
are
kind
of
in
the
administration
department
in
our
human
resources
division,
and
I
don't
know
chris
if
you
want
me
to
talk
through
these
or
if,
if
you
would
like
to
or
just
go
ahead
or
you
want
to
go,
maybe
just
to
hear
a.
C
K
So
we
have
a
package
of
benefits
that
we
provide
to
our
employees
that
are
consistent
across
all
of
our
departments:
they're
determined
at
a
city-wide
hr
level,
and
so
we
provide
health
insurance,
dental
life,
long-term
disability,
insurance,
a
health
club,
reimbursement
benefit
and
a
tuition
reimbursement
benefit.
So
this
is
our
core
package
of
employee
insurance
benefits.
K
But
the
way
we
run
this
fund
is
we
charge
a
per
fte
charge
to
each
department
so
for
20
21,
it's
going
to
be
17,
510
per
fte,
so
that's
the
annual
charge
and
it
automatically
gets
pulled
from
each
department's
budget
in
a
1
12
increment
every
month
to
cover
the
cost
of
providing
benefits.
To
that
employee.
K
K
That
was
wreaking
some
havoc
on
our
smaller
departments.
If
they'd
have
two
employees
switched
to
family
insurance,
then
their
budget
would
see
a
notable
increase
and
so
on,
and
so,
since
our
departments
really
don't
have
any
control
over
this
particular
cost.
It's
managed
at
a
central
level.
We
went
with
a
central
charge,
so
the
revenue
in
is
that
fte
charge
out
to
each
department
and
then
the
expenditures
pay.
The
city
share
of
those
employee
benefit
premiums.
K
So
this
fund
was
looking
a
lot
uglier
at
this
time.
Last
year
we
received
a
significant
increase
in
our
health
insurance
offer
from
medica
who
we'd
been
with
for
many
years,
which
drove
us
out
into
the
marketplace.
Looking
for
more
affordable
options
and
at
the
suggestion
of
one
of
our
employees,
we
looked
into
something
called
the
public
employees
insurance
program
which
is
sort
of
a
statewide
collaborative
that
any
city,
county
or
public
entity
can
join
for
their
employees.
K
We
refer
to
it
as
peep,
and
so
we
switched
to
peep
as
of
the
first
of
this
year,
we're
hoping
that
it's
going
to
provide
us
with
much
more
stable
health
insurance
rates
over
the
years.
Their
history
has
been
much
more
modest,
consistent
increases,
rather
than
some
fairly
wild,
swings
that
the
city
had
been
seeing.
K
We
saw
you
know
within
a
three
year
span,
we
would
see
a
decrease
and
then
a
20
increase,
and
so
it
was
getting
pretty
tough
to
manage
and
budget
for.
So
we
are
now
in
a
much
larger
pool
risk
pool
combined
with
public
employees,
for
lots
of
other
agencies
and
jurisdictions,
and
we
expect
that
that's
going
to
bring
us
some
degree
of
stabilities.
K
So
this
fund
is
looking
a
little
over
a
million
dollars
better
than
it
was
last
time
we
won't
get
our
premium
increase
for
21
until
cars
got
the
end
of
september,
I'm
still
crossing
my
fingers
for
the
middle
of
september,
but
right
now
we
are
budgeting
for
a
five
percent
increase
as
our
best
guess.
C
And
so
one
thing
I'll
add
when
we
were
doing
the
budget
last
year,
we
were
making
some
assumptions
of
how
employees
might
change
their
plans
based
on
new
options,
because
it
was
a
completely
different
plan
and
we
underestimated
how
many
of
the
employees
would
go
towards
the
the
lower
premium
plans
which
are
they're
higher
risk
higher
deductible,
but
they're
lower
premium
plans
than
anticipated.
So
it's
looking
like
that
we'll
have
a
much
larger
gain
in
this
fund
than
we
were,
anticipating,
which
we
were
happy
about.
B
Going
back
to
that
last
slide
so
again
kind
of
continuing
the
theme
here,
assuming
the
premiums
come
in
at
the
level
that
we're
budgeting.
How
much
of
that
million
dollar
gain
is
available,
like
as
a
fund
balance
that
might
be
available
to
be
used.
C
So
I
don't
know
if
you
do,
you
want
to.
K
Am
I
doing
my
instagram
correctly?
It
looks
like
we
have
about
a
million
six
above
our
working
capital
in
here.
Okay,
another
thought
to
keep
in
mind
is
the
more
we
can
preserve
that
balance
that
charge
to
departments.
K
D
Mr
chair
strikes
me
there
either
is
real
money
here
or
maybe
no
money
here,
but
if
there's
a
1.17
roughly
somehow
ahead
of
the
game
relative
to
2020-
and
there
was
a
flat
budget
would
would
we
not
see
1.17
the
next
year
as
well?
In
other
words,
are
we
at
2.25
or
something
like
that
over
a
two
year
period,
or
is
that
not
the
right
way
to
lose.
K
No
we're
just
spending
down
our
fund
balance,
because
if
you
look
at
this,
our
revenues
look
like
they
would
slightly
exceed
our
expenses
in
21,
but
then
in
22
our
revenues
are
below
our
expenses
and
they
continue
to
be
so
our
I
don't
know
if
he's
still
on
the
line,
but
carl
keel,
who
you
spoke
with
earlier,
always
talks
about
eating
our
seed
corn,
and
so
that's
we
we
have
that
potential,
but
that's
what
we
would
be
doing,
because
our
expenses
do
outstrip
our
yeah.
D
K
So
this,
like
all
the
other
funds,
this
fund
does
have
a
working
capital
goal.
It's
a
one
month
of
operating
expenses
and
then
a
reserve
for
future
premium
increases
again.
We
try
to
be
able
to
flatten
any
spikes
that
go
out
to
our
departments
by
using
this
fund
to
manage
sort
of
the
peaks
and
valleys.
K
We
talk
almost
exclusively
about
health
insurance
when
we
talk
about
this
fund,
but
we
do
have
our
other
benefits
that
were
listed
on
the
first
slide
in
here,
and
it's
worth
noting
that
for
dental
insurance.
Well,
it's
a
much
smaller
dollar
amount.
We
are
self-insured,
so
we
direct
pay
the
benefits
on
our
dental
insurance.
So
another
reason
to
have
some
cushion
in
this
fund.
K
So
this
fund
is
not
used
for
day-to-day
payment
to
employees
like
if
you
know
I
take
a
couple
days
of
vacation
and
I
get
paid
vacation
time
on
my
paycheck.
This
isn't
what
this
is
for.
This
is
us
having
the
money
to
fund
the
liability
we
have
on
the
books.
So
our
auditors
and
government
finance
accounting
standards
call
for
cities
and
jurisdictions
to
fund
these
types
of
liabilities.
K
In
a
perfect
world.
They
would
like
to
see
us
at
100
funded,
which
means
we
could
lock
the
doors,
the
city,
the
city
of
bloomington.
Tomorrow
we
could
like
part
ways
with
all
of
our
employees,
and
we
would
have
cash
on
hand
to
write
everybody,
a
check
for
all
of
the
hours
that
they
have
banked
up,
we're
never
quite
there,
but
we're
pretty
darn
close.
K
So,
first
the
money
comes
into
this
fund
because
we
charge
each
department
three
and
a
half
percent
of
its
salary
and
wage
budget
each
year
and
that
money
gets
deposited
into
the
incrude
benefits
fund
and
then
ever
most
years
on
january,
1st
employees
get
a
pay
increase
and
so
the
value
of
their
hours
goes
up.
Every
time
we
give
them
a
pay
increase.
K
K
So
this.
C
Budgeted
fund
long-term
model,
where
we're
not
looking
at
the
working
capital
balance
we're
not
looking
at
a
cash
goal,
we're
actually
looking
at
the
liability
that
we
have
outstanding
to.
If
so,
if
employees
left
the
city
what
we
would
pay
them
out
in
their
accrued
vacation
comp
time
personal
time,
so
the
you
know
the
current
assets,
the
cash
it's
at
the
bottom
of
the
slide.
C
So
at
the
end
of
2020,
the
liability
we're
projecting
it
to
be
over
17
million
dollars
and
we
have
are
projecting
to
have
13.7
million
dollars
in
this
fund
and
that's
80
percent
of
the
liability
and
there's
an
amount
in
the
2020
projected
column
of
a
million
250
000
and
that's
another
amount
kind
of
like
the
pool
vessel
amount
that
we've
identified,
that
we
could
potentially
use
if
we
need
it
this
year
in
2020,
to
address
the
budget
shortfall
because
of
our
greatly
reduced
revenues.
C
C
C
B
K
There
are
caps,
they
are
pretty
large
and
generous,
so
our
employees
are
allowed
to
have
up
to
a
thousand
hours
of
personal
leave
and
then
they're
allowed
to
have
twice
their
accrual
two
years
worth
of
their
vacation
leave
so
vacation.
You
accrue
more
the
longer
you've
worked
for
the
city,
and
so
that
amount
you'd
have
to
look
at
the
chart
and
see
how
long
somebody
worked
here
to
know.
K
One
thing
I
did
just
occur
to
me:
we're
we
had
some
discussion
about
this
fund,
we're
a
little
concerned
that
our
liability
is
going
to
take
a
decent
sized
jump
when
we
tally
this
up
at
the
end
of
this
year,
because
our
employees
are
not
taking
vacations
and
not
traveling.
Right
now
and
just
the
threat
of
potentially
getting
ill
makes
people
more
conservative
with
their
pto.
K
So
we
are
sort
of
hypothesizing
that
our
liability
here
is
going
to
grow
more
than
normal
when
we
tally
this
up
at
the
end
of
the
year.
But
that's
at
this
point.
That's
just
a
hypothesis.
I
think.
B
K
B
Is
you
know
pretty
common
in
the
technology
industry,
but
I
think
the
idea
that
people
aren't
taking
vacation
because
a
lot
of
times
vacation
is
is,
is
around
an
event
or
a
destination,
and
there's
a
lot
of
that
that
they
can't
do
now.
So
that's
a
pretty
reasonable
kind
of
idea
that
you
got
there.
I
Mr
chair,
chris,
you
mentioned
the
union
contracts,
so
in
those
contracts,
what
is
the
required
you,
you
mentioned
some.
How
things
would
be
paid
out
that
they
can
take
when
they
leave?
Is
that
union
versus
non-union
is
that
different?
Is
it
equal.
K
K
This
is
we
strive
very
hard
to
keep
all
of
our
benefits
equal
across
the
board
and
so
there's
a
very
slight
difference
between
the
swarm
police
officer's
vacation
schedule
and
the
not
everybody
else's,
but
it's
very,
very
slight.
You'd
have
to
really
study
the
accrual
tables
to
pick
it
out,
personal
leave
is
uniform
across
all
of
our
employees,
and
the
same
is
true
back
in
the
employee
benefits
fund,
those
health
insurance
benefits
and
dental
benefits.
K
C
B
So
before
we
do
the
wrap-up,
it
was
pointed
out
to
me
that
we
didn't
approve
the
minutes.
Oh
yeah,
from
the
last
meeting,
and
so
before
we
have
our
kind
of
final
discussion.
I
would
entertain
a
motion
regarding
the
minutes
from
the
last
meeting,
so
we'll
move,
it's
been
moved
by
john
locke's.
Is
there
a
second.
B
I
Mr
chair
jamie,
I
may
have
missed
it.
It's
been
some
long
days
here,
the
last
few
weeks,
but
is:
will
this
committee
get
a
kind
of
economic
forecast
in
terms
of
what
either
nationally
the
state
or
the
cities
expect?
But
what?
With
what?
Our
projections
are
over
the
next
one
to
10
years
in
the
economy?
That
will
then
inform
potential
tax
revenues
and
what
we're
dealing
with,
because
I,
as
I
reflect
back
on
the
charter,
we're
to
keep
in
mind
both
short
and
long-term
considerations.
H
Mr
chairs
and
committee
members,
we
haven't
officially
built
anything
like
that
into
the
schedule.
I
would
say,
however,
it's
going
to
be
part
and
parcel
of
what
we
do
as
we're
working
through
the
budget
process.
Later
this
fall
a
couple
of
events
that
I
think
will
trigger
some
reevaluation
by
our
internal
team.
H
That's
been
doing
the
forecast,
I
think
the
most
significant
is
whether
congress
does
something
additional
in
the
next
few
weeks,
recognizing
that
they
they
are
under
some
pressure
to
do
another
round
of
whether
you
call
it
stimulus
or
economic
assistance.
However,
that
plays
out
and
then
we're
just
going
to
be.
Keeping
an
eye
on
on
the
unemployment
figures
and
the
the
lodging
industry
in
the
hospitality
industry
are
the,
I
think,
the
three
biggest
indices
for
us
other
than
you
know,
whatever
happening
at
the
state
or
the
national
level.
I
Mr
chair
members,
jamie
I
just
when
you
look
at
the
economic
forecast
for
the
country.
They
range
anywhere
from
growth
to
kind
of
ongoing
deficit.
You
know
decline
cons,
so
I
think
we
do
need
to
at
least
have
a
kind
of
a
bird's-eye
view
a
little
bit
what
might
be
coming
at
minnesota
so
that
we,
as
we
make
these
decisions
that
we're
not
back
here
in
12
months
with
a
second
round
of
of
this
committee
having
to
make
some
tough
decisions
next
year.
I
B
E
E
C
I
can
I
can
answer
that
peterson
and
committee
members,
so
on
our
our
calendar,
let's
see
we
have
scheduled
monday
august
31st,
it's
a
city
council
study
session
and
that
the
committee
would
present
the
proposal
for
the
preliminary
tax
levy.
Okay
and
then
that
would
be
a
study
session
and
then
on
monday
september.
14Th
is
when
we
would
have
scheduled
for
the
city
council
at
their
regular
business
meeting,
to
approve
the
preliminary
tax
levy,
and
that
has
to
be
done
before
the
end
of
september.
E
I
thought
I
heard
that
there
there's
a
preliminary
number
that
somebody's
got
on
their
desk,
for
what
21
is
going
to
look
like,
so
that
when
we
start
talking
and
presenting
what
kind
of
a
number
is
in
that
budget
that
he's
speaking
about
that,
we
can
use
we're
kind
of
throwing
around
five
million
and
six
million.
What
is
the
number
we
should
be
using.
H
We
should
have
that
shortly,
so
the
internal
budget
team
in
finance
is
pulling
together,
all
of
the
department
requests
and
over
the
last
few
weeks,
we've
been
meeting
with
the
departments
individually
to
walk
through
what
they've
submitted.
So
when
we
get
through
all
of
the
molding
and
the
changes
after
having
those
conversations
is
when
we
have
a
better
idea
of
what
that
number
is-
and
I
expect
that's
going
to
be
in
the
next
week
or
two.
B
So
one
one
comment
for
the
group
is,
you
know,
we're
on
a
trajectory
to
try
to
make
a
decision
on
the
primary
levy
recommendation
to
the
city
council,
and
I
think
one
you
heard
today
that
that
10
percent
number,
which
is
the
number
if
you
were
going
to
make
the
kind
of
expense
side
hole
and
cover
the
whole
the
kind
of
the
whole
thing
that
we're
talking
about
here
with
with
taxes.
B
I
think
one
of
the
questions
that
people
need
to
think
about-
and
we
don't
need
to
answer
tonight,
but
you
need
to
think
about
is
is-
is
that
a
number
that
you
want
to
pick
as
that
top
number?
Or
do
we
want
to
pick
a
different
top
number
and
we
don't?
We
don't
need
to
make
a
decision
tonight,
but
the
time
is
going
to
kind
of
push
us
into
making
a
decision,
because
any
number
lower
than
10
less
the
couple
kind
of
things
that
we've
picked
up
so
far.
B
You
know-
maybe
maybe
that's
two
percent,
so
maybe
any
number
lower
than
eight
percent
is
going
to
necessarily
mean
that
we've
got
to
find
more
in
the
budget,
either
in
kind
of
money
that
we're
pulling
out
of
reserves
or
reduced
spending,
and
so
remember
the
number
that
we're
going
to
pick
is
the
cap.
That's
the
maximum
levy
that
can
be
done
so
neil,
mr.
H
Mr
chairs
and
committee
members,
this
is
a
a
comment
that
mr
gibbs
had
made
at
the
previous
meeting
as
well
about
the
other
taxing
jurisdictions
that
the
bloomington
taxpayers
will
have
to
pay
for,
and
I
had
a
follow-up
conversation
with
the
superintendent.
H
So
I
will
be
getting
that
number
from
him.
I
think
they're
pretty
close
to
having
an
idea
of
what
their
number
is
for
next
year.
The
county
will
be
a
little
bit
tougher
to
get
because
I
think
they'll
they'll
probably
hold
that
a
little
closer
to
the
vest
until
they
get
closer
to
the
preliminary
levy.
But
the
school
district
should
have
there
shortly
and
I'll
make
sure
that
we
get
that
back
into
the
mix.
I
B
And
if
we
just
just
give
you
an
example,
if
we're,
if
we're
super
aggressive
for
21
on
going
through
the
the
kitties,
and
we
take
the
60
000
from
the
one
fund
and
the
million
and
a
half
from
another
fund,
and
we
we
solve
the
fiscal
21
problem
with
that
it
leaves
the
fiscal
22
budget
with
a
lot
fewer
set
of
options.
D
B
That
that
would
be
a
disservice
to
the
council.
You
know
whether
they
choose
to
run
another
process
like
this
and
21
for
22,
or
take
this
on
themselves,
leaving
leaving
that
empty,
particularly
because
we
know
that
the
dynamics
of
the
property
tax
is
going
to
have
impacts
in
that
period,
and
so
I
think
we
we
know
that
something
is
going
to
happen
there
and
it
would.
It
would
just
be
wrong
to
to
suck
all
that
up
for
21
and
not
leave
something
to
help
deal
with
things
in
22.
H
And
mr
chairs
committee
members
I'd
agree
with
that,
and
I
think
the
discussion
about
22
is
going
to
be
a
relatively
late
occurring
conversation
in
this
process
and
the
reason
I
say
that
is
that
I
think
a
lot
of
the
knowledge
that
we'll
have
about
where
the
tax
base
is
going
for.
22
is
still
going
to
play
out
the
rest
of
this
year.
H
Our
the
forecast
team
that
is
watching
our
local
economy
and
watching
the
national
economy
just
pointed
out
a
national
retail
expert
identifying
that
there
are
a
thousand
malls
around
the
country
and
his
his
expectation
is
that
as
many
as
a
third
to
half
won't
survive
this
right,
and
so
that's
the
that's
the
kind
of
pressure
that
is
going
to
be
on
those
commercial
properties
which
is
certainly
going
to
affect
their
property
tax
valuation.
H
And
so
until
we
have
a
little
better
indication
about
what
those
forces
are,
the
conversation
about
22
is
going
to
be
tough
to
have
so,
I
think,
that's
probably
more
of
an
october
conversation.
B
I
don't
know
about
anybody
else,
but
I'm
feeling
that
way-
and
the
other
thing
I
just
noticed,
is
just
kind
of
driving
around
the
community
is
you're,
seeing
more
and
more,
I
would
guess
kind
of
at
least
at
the
retail
level
kind
of
temporary
vacancies.
Turning
into
permanent
vacancies
and
kind
of
landlords
taking
signs
down.
You
know
just
in
terms
of
kind
of
spaces
that
that
used
to
give
the
appearance
of
a
business
there
that
might
have
been
temporarily
closed
now,
not
being
a
permanent
closure.
B
You
know
that
I
think
that's
taking
getting
traction
and
if
you've
been
paying
attention
in
the
paper
in
in
the
dining
area,
there's
been
a
bunch
of
kind
of
high
profile
closures,
where
people
have
tried
to
come
back
and
reopen
their
business,
and
at
least
the
articles
in
the
paper
have
been
kind
of
at
the
higher
end
of
the
dining
business.
But
I
think
there's
a
dynamic
where
people
have
tried
restarting
their
business
here
with
the
kind
of
reduction
of
restrictions
and
they're.
B
Seeing
that
the
business
model
just
doesn't
work
and
that
that
has
yet
to
play
out
completely
in
the
community
and
particularly
as
we
get
to
the
point
where
the
patio
is
no
longer
an
appealing
thing,
at
least
in
in
our
family,
you
know
if
we
go
out
to
eat
it's
going
to
be
on
a
patio
and
we're
looking
at
november
and
trying
to
decide
how
appealing
the
patio
is
in
november,
but
I
think
they're,
I
think,
you're
right
jamie,
that
this
is
this.
This
still
has
to.
B
F
I
guess
that
we
can
talk
about
or
not
talk
about
next
meeting,
but
for
the
kovitz
or
kovic
the
care
act
funding.
I
think
in
one
of
the
points
on
this
slide.
It
was
talking
about
they
can
cover
like
homelessness
or
the
unsheltered
or
something
like
that
is
the
city
experiencing
a
lot
of,
I
guess
issues
with
unsheltered
and
if
so,
do
you
think
it's
going
to
maybe
increase
as
a
result
of
the
eviction?
H
Mr
chairs
committee
members
okuya,
we
are
regularly
talking
to
veep
and
oasis,
especially
who
are
the
primary
non-governmental
units
that
are
working
in
that
sector.
H
How
many
of
those
families
are
potentially
moving
into
homelessness
is
not
clear
yet
for
oasis
their
their
primary
clientele
is
youth
and
young
people
and
they're
they're,
seeing
you
know,
they're,
seeing
a
pretty
steady
holding
pattern
with
with
the
people
they
serve.
H
H
So
that's
that's
a
trend
that
has
not
found
its
way
here
yet,
and
you
know
whether
the
the
homeless,
the
number
of
homeless,
is
going
to
increase.
I
think
to
chair
peterson's
point
until
we
know
what
happens
with
the
eviction
moratoriums
and
the
the
reduction
in
benefits
that
people
are
receiving
in
in
the
next
couple
weeks
is
when
we'll
probably
see
an
uptick
in
that.