►
Description
City of Charleston Ad Hoc Budget Advisory Committee 10/29/20
B
Doing
great
doing
well,
we
had
the
grand
reopening
of
the
a
martin
luther
king
jr
pool
this
morning.
It
looks
great
whether
you're
a
swimmer
or
not.
Please
go
over
there
and
go
inside
and
take
a
look.
B
B
Very
good,
so
are
you
all
good
to
get
started
yeah
all
right,
so
I'd
like
to
call
our
little
meeting
to
order
join
me
in
a
moment
of
silence,
as
we
just
reflect
upon
all
the
things
going
on
in
the
city
and
the
world.
B
Today
and
pray
for
god's
grace
amen
all
right
so
amy's
got.
I
think
first
we're
going
to
talk
about
the
stormwater
budget.
Here
we
haven't
talked
about
that.
Yet
in
a
while
and
then
get
back
to
our
deliberations
on
the
the
general
fund
amy,
you
want
to
leave
us
on.
A
So
this
is
just
a
I've
sent
this
to
the
ad
hoc
committee.
Yes
last
night,
but
just
a
kind
of
overview
and
matt
is
going
to
come
on
and
share
his
screen
and
go
through
some
things
with
you,
but
I
don't
know
if
so,
if
you
have
any
questions,
maybe
we
wait
until
after
matt
goes
through.
Everything
is
that
okay.
A
D
D
Those
of
you
who
are
here
on
budget
hoc
last
year,
it's
a
similar
presentation
format
we're
just
going
to
run
through
a
quick
overview
of
the
department
talk
about
the
four
major
functional
categories:
the
project
management,
ms4
program,
floodplain
program
and
field
operations,
program
we'll
touch
on
during
the
project
management
section.
The
budget
request
for
a
small
project
engineer
and
then
we'll
move
into
sort
of
the
the
two
programs
that
I
think
probably
bear
a
little
bit
more
discussion
as
they're.
D
So
just
a
reminder:
the
department's
split
into
these
kind
of
four
functional
categories-
the
administrative
splits
a
little
bit
different
than
this,
but
this
is
how
that
works
functionally.
We
have
a
project
management
group
that
manages
our
large-scale
capital
projects.
Our
small
project
allocation
operates
and
maintains
the
pump
stations
and
does
basically
engagement
about
our
projects
with
residents
and
citizens.
D
The
ms4
program.
That's
our
stormwater
regulatory
program.
It
reviews
development
and
redevelopment
projects,
evaluates
basins,
large-scale
drainage
basins
for
looking
at
those
redevelopment
development
projects
basically
does
compliance,
which
is
looking
at
like
illicit
discharge,
dry
weather
screening.
Things
are
required
to
do
by
epa,
basically
as
part
of
our
ms4
obligations
and
then
educational
outreach,
which
is
also
a
required
part
of.
E
D
Permit
floodplain
program
this
is
this
is
where
we
really
manage
the
national
flood
insurance
program
and
kind
of
reduce
flood
vulnerability
of
the
city.
The
community
rating
systems
program
is
the
part
of
that
that
probably
gets
the
most
attention
where
we
basically
establish
using
the
the
federal
standards.
What
our
flood
risks
are
as
a
city
and
then
basically
are
eligible
for
insurance
discounts
based
on
those
risks.
They
also
do
manage
the
the
grants
for
our
repetitive
loss,
buyout
properties
and
severe
repetitive
loss
bioproperties.
D
We
also
have
some
elevation
grants
more
recently
that
they're
managing
they.
Finally,
they
do
compliance
to
verify
that
we're
actually
doing
all
the
things
that
we
tell
the
nfip
that
we're
doing
and
then
outreach
to
explain
to
citizens
how
flood
insurance
works
and
what
flood
risks
are
from
more
of
like
a
storm
surge
based
flooding
than
a
rainfall,
flooding.
D
Operations,
this
is
sort
of
the
bulk
of
the
personnel
you
see
in
the
department
they're
doing
our
maintenance
of
our
drainage
easements.
I'm
currently
rehabilitating
our
roadside
drainage
systems.
They
do
some
small
construction
projects,
respond
to
citizen
requests
and
and
questions
about
drainage
issues
in
their
neighborhoods
and
then
provide
some
support
services
as
well
to
the
department
so
just
kind
of
a
quick
overview.
This
is
the
way
that
we've
seen
the
mission
of
the
department
is
to
just
very
simply
reduce
the
impact
of
flooding
on
the
city.
D
We're
going
to
briefly
talk
about
goals
in
in
the
three
kind
of
the
three
functional
groups,
I'm
going
to
squash
for
the
goals
purposes,
the
ms4
program
and
the
floodplain
regulatory
program
together
is
one
regulatory
system,
but
basically
regulatory
our
goals.
Our
immediate
goals
are
that
new
development
must
not
contribute
nor
be
vulnerable
to
flooding.
D
Redevelopment
should
improve
flooding
and
reduce
existing
vulnerabilities
and
then
the
last
one
is
an
easy
one
to
forget
it's
to
protect
water
quality.
That's
actually
the
clean
water
act
is
kind
of
the
foundational
federal
legislation
that
allows
us
to
have
many
of
the
stormwater
requirements
we
have.
As
well
as
stormwater
utility
fees
and
a
lot
of
these
other
features
of
stormwater,
so
it's
an
incredibly
important
one
to
remember.
D
Even
though
sometimes
here
we
lose
track
a
little
bit
with
the
flooding
the
flooding
priorities
as
well,
but
it
is,
it
is
one
that
we
need
to
make
sure
we're
addressing
from
a
capital
project
perspective,
we're
managing
our
funded
projects
to
mitigate
existing
flood
impacts,
we're
identifying
and
prioritizing
potential
projects
to
mitigate
existing
flood
impacts,
and
we
are
maintaining
the
functionality
of
our
constructed
projects.
Those
are
our
pump
stations
and
other
other
kind
of
built
infrastructure
that
we've
installed.
We
also
provide
the
maintenance
on
those
those
activities.
D
All
of
our
revenue
for
the
operations
come
from
stormwater
utility
fees-
that's
the
the
10
per
month
fee
on
residences,
there's
a
pro-rated
amount
for
for
non-residential
properties,
developed
properties
based
on
how
much
impervious
area
they
have
similar
to
that.
That
would
be
impervious
on
a
residential
property.
D
So
it's
that
same
ten
dollars
per
month,
kind
of
expanded
out
for
how
big
the
relative
or
how
small
the
relevant
property
is
that
money
then
is
used
to
pay
for
the
general
expenses
we
have-
and
I
have
a
pie
chart
here,
because
it's
good
to
remember
that
this
is
since
it's
revenue
from
our
fees,
it's
kind
of
a
closed
pie.
You
can
slice
the
pie,
but
you
can't
make
the
pie
bigger
very
easily
the
personnel
fees.
Currently,
that's
that's
salaries
and
overhead
expenses.
That's
about
five
million
dollars
per
year.
D
Our
operating
expenses
that
includes
the
one
million
dollar
small
project
allocation,
any
contracted
cleaning.
We
do
as
well
as
sort
of
the
construction
and
safety
supplies
for
the
field
operations.
Department,
fuel
fleet,
fleet
operations
and
maintenance
work,
that's
three
million
seven
hundred
and
fifty
thousand
dollars.
Capital
purchasing
in
this
case
is
really
fine
kind
of
smaller
scale
capital
items
similar
to
like
pickup
trucks.
D
It's
kind
of
the
standard
one
you'd
see
here,
that's
about
a
hundred
thousand
dollars
per
year
and
then
lease
purchase,
which
is
where
you'd
see
us
purchasing
primarily
a
factor
truck
each
year
and
a
generally
one
piece
of
rolling
stock
or
like
a
heavy
equipment.
It's
about
five
hundred
thousand
dollars
per
year.
D
I
think
it's
worth
pointing
out
that
if
you
take
all
of
those
expenses,
not
not
kind
of
saying
what
they're
for
or
how
they're
used,
but
it
is
the
total
amount
of
money
that
we
expend
equates
to
about
2.28
cents
per
foot
of
our
drainage
system
that
we
maintain
in
the
city.
We've
got
about
4.1
million
feet
of
ditch
and
pipe
that
we
maintain
throughout
the
city.
So
it's
about
2.28
cents
per
foot
per
year.
If
you,
if
you
took
all
of
the
money
that
we
have.
D
Again
our
operations
we've
got
about
four
million
linear
feet
of
stormwater
system
project
management.
Now
just
to
get
into
again.
How
do
we
expend
that
money
that
you
just
saw
the
project
management
division?
Has
four
project
managers,
a
construction
inspector,
an
autocad
technician
and
an
outreach
coordinator?
D
D
This
group
also
manages
our
1
million
dollar
per
year.
Annual
small
project
allocation,
which
we're
requesting
again
for
2021
manages
emergency
repair,
work
contracts,
brick
arch
work,
check
valve
program
and
then
any
in-house
design
work
we
do
or
contracts
that
we
run
from
a
departmental
standpoint.
D
This
is
the
area
that
we've
requested
a
new
position
with
our
available
funding.
This
would
be
another
basically
small
project
manager
position
for
the
million
dollar
small
project
allocation.
D
Basically,
we're
getting
the
point
with
the
looking
at
the
previous
slide,
the
number
of
large
capital
projects
that
have
come
online
over
the
last
two
years,
where
we
are
starting
to
really
be
bottlenecked
on
getting
to
the
small
project
work
without
putting
large
capital
project
work
on
the
back
burner.
So
this
is
an
area
where
our
funding
is
basically
outrunning
our
resources
more
than
any
other
area.
So
this
is.
This
is
a
really
critical
piece
for
us.
D
It
would
be
the
number
one
priority
by
far
for
our
department
to
be
able
to
continue
making
progress
on
our
capital
project
and
small
project
work.
The
the
cost
of
this
position,
basically
salary
and
overhead
rate
comes
out
to
about
120
000.
Obviously,
that's
a
recurring
annual
cost
for
a
permanent
position.
D
D
This
is
a
regulatory
group
that
reviews
over
500
development
and
redevelopment
projects
per
year
currently
and
that
look,
that's
looking
to
increase
with
the
addition
of
the
single-family
residential
and
small
project,
permitting
that
was
basically
included
in
the
new
stormwater
manual
includes
pre-construction
permanent
maintenance
agreements.
We
also
do
basin
evaluations
again
looking
at
these
larger
scale
basins
for
evaluation
of
new
development
redevelopment
projects.
D
We've
added
the
james
allen,
creek
tmdl
into
that
over
this
current
year
and
then
moving
into
next
year,
where
we're
basically
dealing
with
the
enterococcus
is
the
is
the
the
measurement
tool
that
we
use
but
fecal
coliform.
Basically,
contamination
in
james
allen,
creek
and
that's
an
epa
requirement
with
the
tmdl.
D
D
This
is
our
largest
personnel
side
group.
It's
one
one
true
superintendent,
to
assistant
superintendents
for
for
three
total:
seven
foreman,
10,
vector
operator
positions,
eight
equipment
operators
and
29
maintenance
workers
which
are
sort
of
the
hand,
cleaned,
ditch
crew.
Primarily
they
basically
again
are
doing
our
ease
and
maintenance
vegetative
cut
back
herbiciding.
D
D
D
This
is
where
we're
basically
going
back
through
the
city
and
trying
to
bring
all
of
our
existing
drainage
infrastructure
back
up
to
its
original
design
capacity,
if
not
better
the
open,
ditch
system.
So
this
is
the
roadside
open
ditches
and
I
should
take
a
second
here.
We
we
also
have
a
lot
of
rear
yard,
ditch
system,
the
the
rear
yard,
ditch
systems
that
we
maintain
as
a
city
that
have
easements
and
maintenance
history
on
them
and
are
built
and
constructed
those
we've
actually
gotten
back.
D
We've
rehabilitated
all
of
those
at
this
point
and
we're
back
onto
a
recurring
annual
maintenance
cycle
on
those.
So
that's
been
a
that's,
been
a
good
point
of
success
for
the
program
that
those
are
now
annually
maintained,
we'd
like
to
get
to
a
twice
a
year,
maintenance,
ideally
on
those,
but
they
they
are
all
being
regularly
maintained.
At
this
point-
and
I
think
it's
it's
been
something
that's
been
pretty
well
supported.
F
D
D
That
work
rate
varies
a
little
bit
depending
on
how
many
hurricanes
we
get
and
how
many
other
events
occur
on
our
work
schedule,
but
we
are
averaging
about
20
road
miles
per
year
and
we
seem
like
that's
a
pretty
good
projection
moving
forward,
so
we're
estimating
it
will
be
through
all
of
the
open,
ditch
system
sometime
in
2024
again
depending
on
those
exact
productivity
numbers.
D
D
We
have
about
312
road
models
of
closed
pipe
system,
some
of
those
if
you're
in
the
peninsula
and
some
of
the
older
portions
of
town
you'll
only
have
one
pipe
per
street
running
down
the
middle
of
the
street.
D
Typically
in
the
peninsula,
if
you're
in
the
the
subdivisions
or
in
any
newer,
neighborhoods,
you're,
typically
having
two
pipes,
one
on
either
side
of
the
street
running
down
the
street,
so
the
numbers
of
miles
of
pipe
is
a
little
bit
more
complicated
than
it
is
for
open,
ditch,
but
it's
probably
somewhere
on
the
order
of
four
to
five
hundred
miles
of
piping.
That's
one
of
the
things
that
we're
working
on
with
the
asset
management
program
to
get
a
better
handle
on
those
exact
numbers
to
date.
D
In
the
last
two
years,
we've
only
managed
to
rehabilitate
about
six
miles
of
this
system.
Most
most
of
our
factory
trucks
really
respond
to
work
requests.
Some
great
inlet
cleaning
they've
been
supporting
the
open,
ditch
crews
and
cleaning
out
driveway
culverts
and
driveway
pipes
doing
some
basic
outfall
maintenance,
so
we
haven't
had
a
lot
of
proactive
success.
Most
of
this
has
been
contractor
work
that
we've
done
it
comes
out
to
about
three
road
miles
per
year.
This
doesn't
include
the
brick
arches.
D
Obviously,
that's
that's
not
a
super
desirable
rate
to
clean
out
the
entire
system
at
that
three
road
mile
per
year.
So
we've
been
looking
at
different
efforts
to
accelerate
that,
basically
we
do
have
our
idc
contracts.
We've
had
some
success
with
that.
We've
we've
basically
set
up
additional
contractor
cleanings
about
ten
dollars
per
linear.
Foot
of
pipe
is
what
we
typically
expend
in
cleaning.
D
It
varies
depending
on
how
much
sediment
there
is
in
the
pipe
how
large
the
pipe
is,
how
much
traffic
control
is
necessary
if
there's
de-watering
or
not
it's
a
kind
of
a
series
of
expenses,
but
you
you're
generally
looking
at
around
ten
dollars
per
linear
foot
of
pipe
based
on
work
that
we've
done
in
laying
out
again
our
approximate
number
of
miles
of
pipe
plus
we
did
with
the
dupont
wapu
project,
which
many
of
you
are
familiar
with
the
drainage
basin
evaluation.
D
Our
consultant
did
a
very
thorough
condition:
assessment
of
the
portion
of
the
basin
that
we
modeled
for
that
project
work,
so
they
were
able
to
basically
calculate
the
percentage
feet
of
pipe
that
were
needed,
basically
sediment
removal
in
that
basin,
and
we
were
able
to
take
that
and
project
that
out.
We
actually
add
a
little
bit
of
a
factor
of
safety
as
dupont.
D
Wapu
is
a
little
bit
newer
than
some
of
the
areas
like
the
peninsula
and
some
of
the
inner
in
more
inner
areas
of
west
ashley
and
james
island,
but
it's
a
little
older
than
some
of
the
outer
areas.
So
we
projected
this
out
kind
of
did
some
calculating
work
estimated
about
100
miles
of
pipe
that
we
need
to
clean
that
comes
out
to
roughly
at
these
rates
about
5
million
of
contract
cleaning
that's
needed
for
that
rehabilitation.
D
This
does
not
include
repair
costs.
It's
really
hard
right
now
for
us
to
get
a
hard
estimate
on
how
many
of
those
feet
are
likely
to
need
to
repair
and
that
right
now
the
majority
of
our
pipe
cleaning
has
been
in
areas
with
failures.
D
We
we've
worked
pretty
hard
with
bfrc
to
try
to
figure
out
how
much
money
we
could
kind
of
again
shift
around
within
that
pie
to
get
additional
funding
into
cleaning
so
that
we
can
start
moving
through
this
pipe
system
and
there's
a
lot
of
a
lot
of
flood
issues
again
that
we
feel
could
probably
be
alleviated,
if
not
probably
not
eliminated,
but
at
least
alleviated
with
better
pipe
maintenance.
D
D
Again,
that's
going
to
vary
a
little
bit
depending
on
how
much
repair
work
we
find
is
there's
certainly
some
uncertainty
in
there,
but
just
kind
of
giving
a
general
time
frame
with
what
we've
got
to
work
with
budget
wise
right
now.
So
we
are
trying
to
accelerate,
obviously
over
that
three
miles
per
year
to
a
substantially
higher
cleaning
rate
shifting
into
the
other
kind
of
project
area
or
program
area.
D
D
Obviously,
we've
had
over
the
last
couple
of
years
a
number
of
storms
that
have
popped
up
that
were
not
named
hurricanes
that
caused
some
pretty
severe
flooding.
We've
also
had
some
named
hurricanes
that
really
had
very
little
impact
in
the
long
run
to
the
city
flood
wise.
So
we
are
trying
to
basically
have
a
more
quantitative
approach
to
how
the
pumps
get
deployed.
That
way
we
can
budget
for
them
appropriately.
D
So
we
we
laid
out
three
scenarios
based
on
the
last
three
years
of
weather
data,
and
I
will
say
all
of
this
is
obviously
predicated
on
past
performance,
which
does
not
necessarily
guarantee
future
results.
So
this
is.
This
is
going
to
depend
on
how
many
storms
we
get
and
on
how
aggressive
the
national
weather
service
is
on
forecasting
those
storms.
D
But
we
looked
at
again
three
scenarios,
first
scenario
saying
that
looking
at
three
major
pump
deployment
opportunities,
one
being
the
pump
that
gets
deployed
just
north
of
the
septum
of
clark
on
alway,
which
really
drains
out
kind
of
that
crosstown
septum
clark,
road
corridor,
the
lowest
point
of
that
road
corridor
and
then
two
additional
six-inch
pumps,
which
generally
get
deployed
sort
of
in
the
the
area
of
colonial
lake,
where
we
have
some
really
low
areas
that
just
do
not
drain
out
if
they
get
significant
flooding.
D
If
we
only
deploy
these
pumps,
when
there's
a
more
than
a
three
inch
rainstorm
predicted,
we,
we
estimate
we'd,
look
at
about
eight
deployments
per
year
in
a
typical
year.
That
would
cost
us
about
a
hundred
and
forty
four
thousand
dollars
per
year.
D
If
we
move
to
the
second
scenario,
we
say:
okay,
two
inch
storm
we're
going
to
deploy
sort
of
those
smaller
pumps,
but
only
deploy
the
larger
pump
in
a
three
inch
event
that
takes
us
to
eight
deployments
on
the
six-inch
pumps,
the
smaller
pumps
but
18
deployments
on
the
I'm
sorry
18
deployments
on
the
smaller
pumps
and
eight
deployments
on
the
larger
pump,
which
comes
out
to
about
204
thousand
dollars
per
year
scenario.
Three,
then,
is
a
if
you
say
basically
for
a
two
inch
predicted
storm.
D
We
want
to
deploy
all
three
of
those
pumps
again,
looking
at
18
deployments
for
all
the
pumps
that
pushes
us
up
to
about
three
hundred
and
twenty
four
thousand
dollars
per
year.
The
all-way
pump
is
a
larger,
more
expensive
pump
deployment.
As
part
of
the
reason,
the
numbers
look
a
little
more
confusing
than
you
might
immediately
expect,
but
those
are
kind
of
the
three
options.
What
we
put
into
the
budget
at
this
point
with
scenario,
one
for
eight
deployments
per
year,
roughly
at
those
three
inch
predicted
storms.
D
D
I
also
want
to
touch
base
on
sort
of
some
new
departmental
tasks
I
mean.
Obviously
the
department
was
created
about
two
years
ago
into
a
city
that
sort
of
had
all
these
features
being
handled
to
some
extent
with
the
existing
department.
So
there's
there's
been
sort
of
a
little
bit
of
a
process
of
figuring
out
exactly
what
the
department
does
and
does
not
do
so.
These
are
kind
of
new
tasks
that
we've
taken
on
over
the
last
year
or
so
that
are
kind
of
just
incorporated
into
our
existing
resources.
D
Many
of
them
are
things
that
we're
extremely
well
suited
for
it
just
does
sort
of.
Obviously
we
can
only
stretch
the
stretch,
the
pie
so
much
so.
We've
taken
over
flood
elevation
certificate
reviews
for
basically
all
building
construction,
substantial
improvement
and
substantial
damage.
Evaluation,
we've
taken
over
development
review
of
drainage
infrastructure
and
as
built
of
that
drainage
infrastructure
taking
over
plant
review
for
drainage,
easements
make
sure
their
easements
are
being
set
aside
appropriately,
single-family
home
stormwater
and
grading
review
on
those
properties
as
they
get
developed.
D
Maintenance
requests
for
stormwater
features
on
city
facilities
and
linear
park
properties,
acquisition
of
property
and
easements
for
stormwater
projects.
Maintenance
of
properties
obtained
for
stormwater
project
works.
That's
like
lawn
mowing,
structure,
demolition,
some
of
the
other
smaller
stuff
like
shed
movable
shed
removal
tree
removal
on
ditches
or
ponds
on
city
property,
rights-of-way
and
easements.
D
Just
some
current
challenges,
as
we
look
at
kind
of
the
budgeting
future
the
condition
of
the
existing
pump
stations.
Those
are
the
concord
station
is
a
little
bit
more
than
20
years
old
and
we
are
just
started
on
kind
of
our
rehabilitation
design
work
for
that
system,
but
that
will
have
some
significant
expenses
over
the
coming
years
and
then
the
musc
pump
station
isn't
too
far
behind
that
one.
D
We
touched
on
that
with
the
new
small
project
manager,
but
as
as
more
and
more
of
these
projects
move
into
construction,
that
starts
to
be
a
higher
and
higher
personnel
investment,
as
basically
they
take
more
time
on
there's
a
day-to-day
basis
with
construction,
rather
than
sort
of
a
more
of
a
week-to-week
basis
on
engineering
and
permitting
generally
hiring
retaining
our
vector
truck
operators.
Those
are
cdl
drivers
who
have
to
basically
also
get
dirty.
So
it's
a
it's
a
hard
combination.
So
it's
a
skill
set.
D
That's
very
very
in
demand
right
now,
so
that's
been
very
challenging
and
heavy
equipment
operators
and
we're
obviously
a
area,
that's
booming
for
construction.
It's
a
very
difficult
area,
we'll
get
people
trained
up
like
sometimes
move
over
to
other
groups,
or
we
have
trouble
attracting
them
in
the
first
place
and
that's
something.
D
Hr
has
been
working
on
us
working
with
us
on
and
trying
to
figure
out
ways
to
do
this,
but
that's
something
that
continues
to
be
a
challenge
for
for
everyone
in
the
area,
not
just
for
the
city,
and
then
we
just
talked
a
little
bit
about
mission
creep,
departmental
overlap
so
trying
to
figure
out
what
exactly
is
the
the
final
position
of
the
department?
There's
many
things
we
can
do.
Many
of
them
are
good
things
that
definitely
need
to
be
done
and
just
trying
to
figure
out.
How
does
that
fit
into
the
budget?
D
And
how
do
we?
How
do
we
adapt
and
adjust
based
on
those
those
issues?
So
that's
that's
all
I
had
for
the
presentation,
I'm
happy
to
kind
of
jump
back
through
any
of
it.
B
Yes,
boy,
we
got
a
lot
going
on.
Thank
you
matt.
So
those
three
things
you
just
mentioned:
the
extra
project
manager
for
small
projects
and
the
extra
funding
for
cleaning
those
closed
systems,
that's
included
in
the
projected
budget
for
this
year
at
the
ten
dollar
per
account
rate.
Yes,.
D
Yeah
everything
that
was
shown
on
there
amy
has
included
in
our
draft
budget.
B
Gotcha
all
right
so
councilmember
shade.
F
Yeah,
thank
you
mayor
and
matt.
Thank
you
as
dry
as
I
was.
It
was
so
important.
We
heard
all
of
that.
Some
of
the
things
that
you
would
mention
with
this
sort
of
switch
over
between
you
and
I
guess
public
works
and
utilities
does
that
require
any
kind
of
budget
modification
between
the
two
departments.
D
D
It's
it's
eligible
for
those
activities,
they're
they're.
All
the
activities
we
mentioned
are
good
activities
that
are
beneficial.
It's
just.
You
know
trying
to
figure
out
that
exact
split
and
how
we
work
through
funding
everything
that
we
want
to
do.
F
So
I
mean
but
but
you
know
you
you've
taken
on
some
added
work
that
just
sort
of
made
sense.
I
mean
I
I
was
following
that
that
breakdown
on
that
on
that
slide,
but
did
that
require
you
to
pick
up
more
expense
at
the
same
time
that
you
had
to
shift
money
from
tom
tom's
department.
D
F
D
So
I
guess
that
whether
public
services
experience
any
savings
or
not
or
any
of
the
other
departments,
that
might
be
a
better
question
for
ms
wharton.
I
I
know
for
the
stormwater
department.
Obviously
it
did
slightly
reduce
the
amount
of
time
we
have
to
spend
on
other
activities,
but
we
did
incorporate
it
into
our
existing
resources.
We
didn't
ask
for
any
additional
resources
really
to
handle
the
additional
work.
F
Thanks,
madam
you
know
I
I
I
bother
about
a
lot
and
I
appreciate
all
the
work
that
he's
done
and
as
responsive
as
you
are
to
the
needs
of
my
community.
These
are
my
constituents,
so
y'all
do
such
great
work
and
just
everything's
important
what
you
do
here.
So
thank
you.
So
much
councilmember.
B
D
So
the
stormwater
department
is
funded
out
of
the
operation
again,
the
the
basically
the
seat
up
the
fee
that
charged
through
the
cws
fees
and-
and
I
could
certainly
let
his
word
speak
to
if
she
wants
to
so
far.
It's
been
a
relatively
stable
revenue
source
and
since
it
is
a
closed
fund,
we
haven't
had
the
reductions
that
you've
seen
in
some
of
the
general
fund
items
we've.
Certainly
we
have
the
hiring
freeze
similar
to
other
departments.
B
Yeah,
so
so
let
me
open
a
little
conversation
with
with
with
y'all
about
the
stormwater
fee.
You
know
we're
at
ten
dollars
now
and
we
had
increased
it.
Remind
me
amy
of
of
the
increases
we've
done
to
the
storm
water
fee
say
in
the
last
four
years.
A
So
I
think
it
was
a
dot
we
did.
A
dollar
increase
two
years
in
a
row
is
what
we
did.
B
But
we
did
not
increase
it
in
2020
for
this
year
correct.
That's.
B
Not
proposed
at
this
point,
but
I'm
questioning
whether
we
should
consider
that,
because
we
got
lots
of
projects
that
are
on
the
drawing
boards-
and
you
know
at
some
point-
we're
going
to
be
looking
at
an
additional
bonding
to
help
fund
some
additional
projects
and
we
got
to
have
the
funding
stream
in
place
to
pay
off
the
bond
so
and
and
of
course,
with
the
stormwater
budget.
B
You
know
if,
if,
if
we
got
more
stormwater
fee
than
what
matt's
annual
operating
expenses
are,
then
then
those
funds
could
help
finance
an
additional
bond
for
projects.
Isn't
that
correct.
A
B
B
So
relatively
we
were
still
kind
of
middle
of
the
road
or
on
the
low
side
of
other
jurisdictions,
and-
and
let
me
say
that,
unlike
the
the
the
the
property
tax
that
non-profits
and
you
know
I'll,
just
throw
out
a
couple
of
names
like
the
the
port
authority
and
the
medical
university
and
institutions
like
that
that
don't
pay
property
taxes,
they
do
have
to
pay
the
storm
water
fee
as
they
should,
because
we're
spending
all
this
money.
You
know
to
address
strain
engine
flooding.
B
So
I'm
just
that's
one
side
of
it,
the
future
projects
and
then
the
other
question
I
would
have
is
whether,
if
we
up
the
the
storm
order
fee,
a
little
more
could
anything.
B
That's
in
the
general
fund
now
on
an
expense
side
be
covered
by
legitimately
covered
by
storm
water
fee.
A
B
Okay,
just
checking
anyway
councilmember
shade
marin.
F
The
point
that
you
brought
up
is
very
important
for
us
to
consider
about
increasing
those
fees,
in
particular
where
we
stand
with
other
jurisdictions,
because
when
we
started
this,
I
think
two
years
ago,
or
so
we
were
so
far
behind
the
other
municipalities
or
what
they
were
charging
and
I
for
some
reason.
I
thought
it
was
at
six
dollars,
but
I
think
that
may
be
sound
too
low,
so
we're
still
behind
other
jurisdictions
significantly
on
what
they
charge.
F
A
B
Go
ahead
there
I'll
make
see
that
third
line
on
there
savings
from
refunding
of
the
2012
stormwater
bond
are
reflected
in
this
budget
as
well.
So
so
we've
already
using
that
savings
for
basically
our
operations
and-
and
you
know
we
had
discussions
at
a
couple
of
meetings.
Councilmember
gregory
suggested
this-
that
gee
it'd
be
nice
to
have
those
savings
and
and
utilize
them
on
the
needs
we
have
over
at
the
central
park
womba
basin
over
there.
B
So
so
I
just
get
back
to
the
fact
that
we,
the
needs,
are
so
much
greater
on
projects
than
the
funding
sources
that
if,
if
it's
not
unreasonable,
which
compared
to
colombia
and
the
other
cities,
it's
not
that
we
ought
to
continue
to
inch
up
our
storm
water.
E
Thank
you
mayor.
I
appreciate
that
you
are
bringing
up.
You
know
a
topic.
That's
always
unpopular
raising
costs
of
things.
E
I
I
I
would
be
very
interested
in
in
having
a
new
comparison
of
what
other
jurisdictions
are
charging
at
this
point
you
brought
up
columbia
and
it's
my
understanding
that
when
the
covid
recession,
you
know
hit
a
small
business
community
in
colombia,
the
small
business
community
that
that
they
were,
they
had
authorization
that
they
could
actually
use
money
in
their
stormwater
fund
to
establish
a
little
revolving
loan
fund
for
the
for
the
businesses
to
tap
into
while
they
were
all
waiting
for.
E
You
know
better,
better
government
funding,
so
I
don't
I've
never
been
party
to
the
fact
that
we
would
have
any
kind
of
you
know,
flexibility
to
deploy,
stormwater
fees
for
those
crisis
situations,
but
I
think
it
would
be
an
interesting
they
must.
Somebody
must
have
enabled
them
at
whatever
you
know
legislative
authority
that
we
have
to
go
through.
So
I
I
I
think
it
would
be
worth
looking
at
comparisons
and
then
how
this
fee
might
be
able
to
be
a
rescue
set
of
funds
in
the
future.
B
Well,
I
hear
you.
I
appreciate
that
I
I
must
say
that
the
needs
for
for
strong
water
projects
far
exceed
you
know
our
funding
sources.
So
I
I
wasn't
thinking
that
we'd
spend
it
on
other
stuff.
I
I
I
do
want
to
try
to
keep
the
integrity
of
stormwater
funds
being
spent
for
stormwater
purposes.
I
I
personally
think
that's
appropriate
yeah,
but
I
I.
C
G
Thank
you,
mr
mayor,
and
thank
you
matt
for
that
wonderful
presentation.
I
think
it.
It
still
doesn't
cease
to
amaze
me
the
fact
that
in
the
city
of
charleston
this
is
all
new.
Relatively
speaking,
I
mean
your
department.
The
the
prioritization
of
stormwater
in
a
in
a
meaningful
way
is
new,
and
I
mean
it's
just
incredible:
to
see
how
much
progress
and
how
much
work
has
been
accomplished
over
a
relatively
short
period
of
time.
G
How
many
exciting
projects
are
in
the
works
and,
as
the
mayor
said,
I
mean
the
needs
and
we
all
know
this.
It's
obvious.
The
needs
far
outstrip
the
existing
funding
sources
for
for
this
very
important
work,
and
I'm
not,
I
don't
want
to
throw
any
other
departments
under
the
bus.
I
mean
everything
we
do
is
wonderful.
G
Put
aside,
you
know
law,
enforcement
and
fire,
but
I
mean
look
at
our
parks
and
recs
department.
You
look
at
some
of
these
other
departments
relative
to
stormwater.
I
I
mean
it's,
it's
it's
really
something!
So
I'm
I'm
in
favor
of
doing
what
we
can
to
give
matt
and
his
team
the
resources
that
they
need
to
do
to
continue
to
do
this
most
important
work
and
to
the
mayor's
point
into
council.
Member
jackson's
point
about
you
know
uses
for
this
fund
this.
G
This
is
something
that
I
sort
of
have
a
little
bit
of
background
in
in
my
legal
profession.
Is
there's
actually
a
very
important
legal
distinction
between
a
tax
and
a
fee
when
we
pay
our
taxes
in
our
federal
income
taxes,
for
example,
that
money
could
go
to
a
f-16,
it
can
go
to
a
national
park.
It
can
go
to
somebody's.
G
You
know
pension
somewhere,
but
in
other
words,
there's
no
there's
no
nexus,
there's
no
strings
attached
with
regards
to
who
pays
what
and
what
they
receive
in
return
for
their
for
their
tax
dollars.
Well,
that's
not
the
case
with
fees
with
fees
there
has
to
actually
be
a
tangible
nexus
between
what
you're
paying
what
you're
getting
and
how
much
that
money
is
being
charged
for
and-
and
that's
all
spelled
out
in
our
in
our
our
state
laws
that
authorize
local
governments
to
impose
these
fees
so
number
one.
G
If
we
were
to
consider
a
fee
increase
which
I'm
very
open
to
number
one,
it
wouldn't
be
a
tax
increase,
it'd
be
a
fee
increase,
there's
a
very
big
difference
with
that
and
number
two,
the
public
will
know
and
have
the
confidence
that
this
money
is
going
towards.
Stormwater,
I
mean
introduce
me
to
somebody
in
the
city
of
charleston
that
doesn't
think.
We've
got
a
stormwater
management
issue
in
this
city.
G
I
think
our
residents
will
gladly
step
up
to
the
plate
and
contribute
a
little
bit
more
to
this
effort,
particularly
if
they
know
this
money
is
going
to
what
they're
paying
for
number
one
and
number
two
that
they
start
seeing
these
meaningful
improvements
on
the
ground
and-
and
I
believe
that
is
the
case
I
mean
over
in
my
district-
over
in
south
windermere
shopping
center.
G
We
still
haven't
solved
all
of
our
problems,
but
between
a
check
valve
on
ackerman
and
some
great
work
that
we've
done
to
clean
out
some
of
those
marsh
outfalls
behind
the
shopping
center.
In
conjunction
with
senator
sen
and
others,
it's
made
a
difference
over
there.
We
can
make
differences.
G
You
know,
without
these
hundred
million
dollar
projects,
by
improving
by
increasing
our
small
project
fund,
by
getting
some
more
guys
out
there
with
equipment
doing
this
work,
we
really
can
start
making
some
serious
progress
with
some
low-hanging
fruit
that
that
is
in
desperate
need
of
being
picked.
So
I
just
wanted
to
mention
those
comments,
the
distinction
between
a
fee
in
a
tax-
and
you
know
for
two
dollars
more
a
month
on
everybody's.
You
know
on
water
bill
the
price
of
a
bad
cup
of
coffee.
G
F
On
a
follow-up
to
what
councilman
mappell
just
mentioned,
matt,
if,
if
we
did
increase
the
fee
even
by
one
dollar,
could
we
direct
that
money
to
this
small
project
find
this
one
million
dollar
small
project
fund?
It
increased
that
fund
significantly.
D
D
F
That
just
goes
in
line
with
what
councilman
rappel
was
mentioning.
That
has
the
immediate
impact
on
lots
of
neighbors
and
lots
of
neighborhoods
that
these
are
not
the
50
million
or
the
10
million
projects
we're
talking
about
these
are
the
350
000
projects
that
have
such
an
important
influence
on
our
constituents.
They
see
it
immediately.
F
It
impacts
the
whole
region
on
a
collateral
manner,
so
it
if
we
can
do
that.
But
of
course
what
you
just
mentioned,
you
add
another
project
or
two,
you
add
another
body.
We
need
to
throw
in
there
that
that's
the
other
increase,
and
then
we
have
to
maintain
that
person
for
as
long
as
that
person
stays
on
on
the
payroll.
But
you
know,
if
not
this
year.
F
B
King
and
hugey
street
councilmember
mitchell
is
probably
according
to
mack,
going
to
cost
a
little
more
than
we
originally
anticipated.
We
were
just
talking
about
central
park
road
and
the
projects
that
have
been
identified
there.
B
The
the
the
dupont
wapu
area
has
five
or
six
projects
identified
there
and
the
little
wall
we
want
to
put
around
lockwood
boulevard
is
a
million
and
a
half,
or
so
that
that
so
you
add
all
these
things
together
and-
and
we
just
need
the
revenue
stream
in
order
to
to
fund
these
projects
going
forward,
including
the
whether
you
do
it
with
a
bond
or
you
pay
as
you
go
either
one
way
or
the
other.
B
So,
let's
do
this,
I
think
you've
done
an
excellent
job
on
this
budget.
I
would
like
to
ask
matt
and
amy
whoever
appropriate
to
to
just
go
back
and-
and
let's
do
a
a
quick
comparison
to
the
other
jurisdictions
and
see
see
how
our
rate
compares
now
and
still
to
to
those
other
jurisdictions
and
come
back
at
the
next
meeting
and
see
if
we
have
the
appetite
for
a
small
increase
in
in
the
stormwater
feed.
G
I
promise
not
to
do
one
of
my
classic
long-winded
speeches,
but
I
just
wanted
to
ask
a
question
about:
would
it
be
possible
to
set
up
different
feed
districts
by
geography
to
sort
of
have
different
fees
for
different
locales,
just
as
a
way
to
establish
perhaps
like
a
tighter
nexus?
G
You
know
for
certain
project
funding.
I
I
just
point
we
don't
need
to
talk
about
it
now,
but
just
another
thing
to
put
you
know,
maybe
onto
the
onto
the
table,
because
I
think
that
you
know
if
people
truly
understood
and
could
see
that
they
were
getting
what
they
were
paying
for
truly
a
transaction
between
these
fees
and
these
deliverables.
D
Yeah
I
can,
I
can
certainly
weigh
in
a
little
bit
or
I
can
we
can
talk
about
it
in
more
detail
later
with
with
more
accuracy,
but,
like
you
mentioned
before
the
utility
fee,
the
part
remember
the
utility
fees.
It's
got
to
show
that
that
tie
right
now
we
do
it
off
of
the
previous
area.
So
it's
basically
your
volume
of
water,
you're,
contributing
kind
of
judges
or
adjusts
how
much
fee
you're
paying,
but
there
are
certainly
other
ways
to
do
it,
and
we
can
look
at
that.
D
H
Thank
you,
mr
may.
I
we
talked
about
this
last
year.
I
don't
think
we
got
around
to
doing
it,
but
anything
we
all
do
this
year.
I
think
we
ought
to
have
some
sort
of
signage
or
anytime
we're
doing
a
project
in
the
neighborhood
on
the
major
right-of-way,
where
stormwater
money
is
paying
for
that.
I
think
we'll
have
a
sign.
You
know
another
project
paid
for
by
your
stormwater
proceeds.
H
We
did
that
with
the
half
cent
sales
tax
and
that's
why,
when
you
all
would
ride
around
you'd
see
these
signs
with
road
rise
and
have
a
half
a
penny
years
ago
that
actually
came
from
out
of
charlotte
charlotte
had
a
highway
tax
like
that
and
every
time
they
did
a
project
man,
because
theirs
was
plain.
They
just
said
another
project,
a
highway
project
being
paid
for
proceeds
from
your
half
cent
sales
tax.
I
think
all
the
projects
that
we
got
going
on.
H
I
think
we
can
benefit
greatly
by
just
having
signage
up
that
says.
Let
people
know
because
if
they
think
that
money
goes
into,
I
guess
the
abyss
or
something,
but
it
actually
goes
into
something
actually
help
them
for
their
business
or
certainly
their
home
or
neighborhood.
H
So
we
definitely
need
to
start
going
that
forward
because
we're
going
to
need
to
come
back
and
ask
for
more
proceeds
and
right
now
I
had
a
lady,
tuesday
call
and
blast
me
out,
because
she
doesn't,
she
wants
to
go
on
live
five
because
she
doesn't
think
she
gets
a
fair
shake
on
her
tax
dollars.
I
mean
her
tax
dollars
wasn't
paying
for
nothing.
We
actually
do
a
pretty
good
job
with
tax
dollars.
We
just
don't
tell
we
we're
very
poor
at
telling
our
story.
B
Well,
I
I
remember
that
idea
and
it's
a
good
one
and
and
so
matt.
I
know
you
don't
have
a
marketing
department,
but
maybe
you're.
We
we
have
the
fix
signs
when
we
have
a
big
big
project,
you
know,
but
it
would
be
nice
to
have
some
portable
signs.
You
know
when
you,
when
you're
out
you
know
for
a
few
weeks
or
a
month
or
two
at
a
at
a
mobile
location
that
you
can
move
around.
I
think
that's
a
good
idea.
D
Yeah,
we
can
certainly
add
that
in
that's
a
that's
a
good
suggestion
we
do
have.
We
do
have
the
very
large
fixed
signs
on
our
major
capital
projects
for
the
low
battery
spring
fish
burn,
some
of
those
but
you're
right
that
that's
that's
only
a
small
portion
of
what
we
do
good
to
get
people
to
see
all
the
all
the
other
activities
you're
doing
as
well.
H
Listen
when
we
go
out
and
we
take
those
back,
you
send
those
back
trucks
out
there
I
mean
matt
to
help
suck
out.
You
know
ditches
and
drainage
and
stuff
man
when
we're
in
those
neighborhoods.
If
we
had
sandwich
bullet
signs
or
something
like
that
saying,
you
know
another
stormwater
project.
By
doing
you
know
you
know
being
performed
by
your
team
or
whatever
everybody
be
glad
when
they
see
those
signs
in
their
neighborhoods.
I
bet
you
that
so
anyway,
so
yeah,
we
need
to
come
up
with
something
like
that.
B
Thank
you
all
right,
miss
amy!
You
want
to
take
us
on
to
the
next
back
to
the
general
fund.
Thank
you,
matt
appreciate
it
very
good
presentation.
A
Sure
so
general
fund,
I
feel
like
we-
we
just
talked
about
this,
so
there's
not
a
whole
lot
new
other
than
some
ways
that
we
might
be
able
to
balance
the
budget.
A
So
we
went
over
all
the
assumptions
for
the
revenues
on
tuesday,
so
I
wasn't
going
to
go
over
them
again.
Unless
you
all
have
questions
or
wanted
to
talk
about
anything,
and
then
there
was
some
mention
of
fee
increases,
which
we
don't
think
will
be
completed
in
time
to
include
in
the
budget.
We
might
be
able
to
do
a
nominal
amount,
but
there's
more
meetings
that
are
going
on
this
week,
particularly
tomorrow.
So
we'll
know
more
for
the
next
meeting
on
on
those
there's
just
a
couple
of
fees
that
we're
looking
at
so
right
now.
A
We're
revenues
is
pretty
much
the
same.
186
million
dollars
like
I
reported
on
tuesday
expenditures,
200
almost
205
million.
Nothing
really
changed
almost
a
18.8
million
dollar
deficit.
Right
now
for
the
general
fund
for
the
expenditures
we
had
high
priority
requests
that
we
told
you.
It
was
a
little
over
three
million
dollars
that
we
had
added
back
in
that
we've
not
really
talked
about.
A
I
sent
those
to
you
last
night
as
well,
so
if
we
can
review
them,
if
you
would
like
to
line
by
line,
there
was
a
few
that
I
highlighted
that
we
might
consider
taking
out,
and
there
were
two
higher
dollar
requests
for
repairs
to
fire
stations
that
I
did
remove
because
I'm
going
to
utilize
other
funding
for
those
two
things,
so
that
was
about
four
hundred
thousand
dollars
that
we
reduced
in
the
high
priority
requests
and
then
enterprise
fund
budget
still
the
same
34.4
million.
We
also
went
through
all
the
assumptions
on
tuesday.
A
So
unless
you
have
any
questions
on
those,
I
won't
go
over
it.
We
did
have
one
one
increase
in
fees
for
for
the
park
for
parking
residential
parking
permits
that
I
wanted
to
mention
that
we
did.
We
did
include
in
this
budget,
so
we
increased
it
a
little
bit
owner
permits
by
five
dollars
from
ten
to
fifteen
dollars.
A
Rental
permits
from
two
by
two
hundred
two
dollars
from
750
to
10
and
booklets,
from
15
to
30,
which
that
just
equates
to
a
dollar
a
day
which
is
less
than
a
meter.
So
we
didn't
feel
like
that
was
a
significant
increase.
A
We've
not
increased
those
fees,
since
we
know
1996
it
could
have
been
before
that,
but
that's
the
knowledge
of
some
of
the
staff.
That's
been
here
that
we
know
we
have
not
increased
them
since
1996.,
so
the
total
revenue
increase
for
the
parking
permits
would
be
91
000
and
one
thing
that
we
did
do
this
year.
Is
we
got
an
online
payment
permit
module
this
year
to
make
it
more
efficient?
A
It's
really
a
better
way
to
do
it
anyway,
but
with
covit
and
everything
it
was
another
way
to
limit
in-person
meetings,
so
we
went
ahead
and
did
that
it
was
a
30
000
cost
this
year.
This
increase
will
cover
the
licensing
fees
for
for
the
software
going
forward,
which
is
about,
I
think,
15
thousand
or
thirteen
thousand
dollars
a
year.
So
that
was
one
increase
that
we
did
include
it's
it's
nominal.
It's
not
that
much,
but
I
just
wanted
to
let
you
know
that
any
questions
on
that.
A
F
What
are
we
talking
about
amy
as
far
as
increasing
residential
parking
fees?
What,
where
are
we
now
with
those?
What's
the
base
on
those.
A
F
But
that's
24
years
of
not
doing
any
increase
over
time.
That's
a
lot
of
drought!
I'm
not
doing
that!
Are
you
recommending
that
we
do
something
incrementally.
A
No,
I
just
I
mean
we
wanted
to
make
sure
we
covered
the
cost
of
the
of
the
lice
of
the
software
so
that
we
can
do
the
residential
permits
and
then
you
know
we
did
a
comparison
to
other
cities
around
us
as
well
and
we're
pretty
low.
So
we
we
felt
comfortable
with
that
increase
that
we're
not
too
high,
but
not
too.
You
know
you
probably
could
have
gone
up
a
little
bit
more,
but
it's
considering
we
haven't
raised
them
in
so
long.
We
didn't
want
to
go
too
high
when.
F
I
see
that
parking
spaces
downtown
I'm
going
for
100
to
150
000.
It's
not
unreasonable
for
us
to
be
thinking
about
an
increase
in
those
fees.
A
Okay,
so
then
expenses,
so
around
30
million
dollars,
so
we're
having
right
now
we
have
a
four
million
dollar
surplus
in
the
enterprise
funds
and
so
right
now
our
budget
deficit
is
14.7.
We
reduced
it
a
little
bit
from
tuesday
when
we,
when
we
all
talked,
we
were
about
a
million
dollars
higher
than
that.
A
So
what
are
our
options
to
balance
the
budget?
This
is
where
we,
we
have
talked
a
lot
about
revenue
options,
a
little
local
option:
sales
tax,
not
giving
100
back.
I've
reported
that
if
we
kept
25
of
that
revenue,
it
would
produce
around
2
million
dollars.
If
we
kept
50
percent
of
it
it
would,
it
would
generate
about
4.1
million
dollars
and
then
I've,
given
you
the
impact
to
the
citizens
before,
but
I'll
give
it
to
you
again.
A
So
if
we
kept
25
percent
property
tax
bill
would
go
up.
21
we
kept
50
a
property
tax
bill
got
45
and
that's
in
charleston,
county
and
then
respectively
berkeley
county
would
be
10.80
or
21.60
and
then
also
millage
increase.
I
reported
out
the
millage
bank
that
we
had
that
we
could
raise
millage
by
3.6
mills,
so
increasing
taxes
by
one
mill
would
produce
1.6
million,
which
is
a
value.
The
value
of
one
mill,
two
mils
would
be
three
point.
A
Two
and
three
mills
would
be
four
point:
nine
million,
and
then
I
did
some
impacts
as
well.
So
I
thought
you
might
want
to
see
that
so
this
column
here.
This
is
obviously
what
it
would
be
in
2020.
This
here
is
if
we
gave
all
the
roll
back,
all
the
local
options,
sales
tax
back
to
the
citizens
and
then,
if
we
kept
25
percent
or
if
we
kept
50,
that
would
be
what
the
tax
increase
would
be
with
a
one
mil
increase.
A
So
it's
twelve
thirty
three
dollars
or
fifty
seven
dollars,
charleston
county,
12,
22.80
or
33.60
for
berkeley
county,
and
then
I
did
all
of
the
millage
increases
two
mills
charleston
county,
that's
what
it
would
look
like
and
two
mills
berkeley
county,
I'm
probably
going
too
fast.
So
let
me
know
if
I'm
going
too
fast
and
then
three
mills
charleston
county.
H
Amy,
yes
keith!
If,
if,
if
we,
you
know
pass
the
three
mill
increase
to
kind
of
adjust,
I
guess
you
know
some
of
the
savings
from
the
reassessment
and
somehow
in
in
january
of
privately
february,
the
feds
passed
something
that
you
know
helped
local
governments.
H
Okay,
so
hopefully
we,
if
we
did,
you,
know,
vote
for
an
increase
on
the
revenue
side,
a
combination
some
there.
You
know
we
get
some
good
news
in
january
or
february.
We
got
plenty
of
time.
You
know
to
make
that
adjustment.
H
I
understand,
but
hopefully
hopefully
we're
going
to
have
a
vaccine.
You
know
sometimes
into
hopefully
the
first
six
months
of
next
year
and
hopefully
the
economy
will
be
picking
back
up.
I
mean
we'll
be
in
the
same
positions.
You
know
we
were
in
you
know,
august
september
this
year,
but
hopefully
better
treatment
protocols,
a
vaccine
being
in
place
an
economy.
That's
maybe
opening
up
a
little
bit
better,
which
would
give
us
better
projections
for
the
22
budget.
H
F
B
So
so
the
difference
there
isn't
increasing
the
millage.
It's
just
saying
we're
not
giving
as
much
credit,
and
so
if
we
do
get
some
federal
help,
you
know
we
can
easily
by
next
september
decide
that
we
will
give
the
full
credit,
because
we've
been
made
whole
so
to
speak.
H
I
agree
with
you,
mr
premier,
now
what's
the
what's,
the
doll
amount
again
amy.
I
know
you
said
it,
but
can
you
repeat
again
if
we
did
25
on
50.
H
Okay,
so
then
we
did
that
then
we,
instead
of
having
18
million
dollar
debts
and
then
we're
down
to
14.
H
H
C
C
Commander
mcgregor
yeah,
okay,
let's
say
the
stimulus
package
comes
through:
okay,.
C
What's
to
say
that
we're
not
gonna
be
the
same
place
in
22.,
particularly
if
the
projections
are
that
we're
not
going
to
possibly
even
be
whole
until
22.
C
and-
and
I
I'm
at
the
point
I'm
making
is-
I
don't
think
we
should
consider
giving
that
back
those
dollars
back,
because
we
may
need
it
in
22..
H
B
We
certainly
hope
our
business
license.
Revenues
come
from
member
gregory
will
will
be
better
in
22
than
what
we're
projecting
in
21..
B
You
know
if
we
get
to
september
of
next
year
and
and
we
don't
think
business
license,
revenue
is
going
to
come
back
and
parking
revenue
and
those
other
things
that
we're
really
missing
right
now.
I
totally
agree
with
you.
B
But
hopefully
not
as
much,
but
you
know
I
I
think
councilmember
gregory
makes
a
good
point,
but
you
know
it's
kind
of
one-time
revenue
for
us
in
a
way
using
the
local
option.
Sales
tax
credit-
we've
not
been
using
it
before
so
so
you
could
make
the
same
argument
that
that
it's
one-time
revenue.
A
B
Correct,
but
I
mean
we
you,
you
can
set
that
every
year,
depending
on
your
budget,
can
you
not.
A
So
you
know,
usually
you
just
you
either
give
it
all
back
or
you
decide
in
an
ordinance
what
you're
going
to
do,
and
you
know
necessarily
I
mean
I
guess
we
could
write
an
ordinance
says.
You
know
we
won't
give
back
more
than
whatever,
but
I
mean
typically
it's
it's
a
set
amount
that
we
would
say
that
we're
we're
either
going
to
give
back
all
the
all
the
revenue
fund
or
we're
going
to
give
back
25
of
it.
Or
you
know
that
type
of
situation.
B
Understood
well,
I've
made
the
argument
in
years
before
that
it's
it's
a
legal,
a
revenue
source
for
the
city
that
we've
never
utilized
and
as
with
all
the
needs
that
we
have
out
there.
If
and
and
the
challenges
we
have
with
the
authority
to
to
charge
for
things
that
that
we
ought
to
use
it.
H
E
H
E
B
All
right
so
so
that
would
be
a
portion
amy
for
4.1
million,
say
what
other
great
ideas
do
we
have
for
making
up
the
other
10.