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From YouTube: Ad Hoc Budget Advisory Committee
Description
Ad Hoc Budget Advisory Committee
A
A
A
A
We
went
over
the
stormwater
at
the
last
meeting,
but
I
think
we
we
had
some
discussion
about
the
storm
water
fee
that
amy
wanted
to
follow
up
with
us
about,
and
then
our
tourism
budgets
we
really
haven't,
talked
about
those
yet
for
for
next
year,
the
accommodations
and
hospitality
budgets
so
amy.
I
presume
you're
out
there.
H
Functional
so
we
did
have
some
questions
at
the
last
meeting
about
the
stormwater
fee
and
basically,
what
were
comparison,
fees
and
other
jurisdictions,
and
also
how
was
kind
of
the
fee
used
and
what
were
some
options
for
additional
expenditures
if
more
fee
revenue
were
to
come
in.
So
briefly,
let's
run
through
the
some
stormwater
utility
data.
Specifically
talk
about
the
stormwater
utility
fee,
give
some
of
those
comparisons
for
other
utilities
and
what
their
fees
are
and
then
allocation
needs
in
the
department
if
we
were
to
raise
additional
fees.
H
So
this
this
data's
from
the
2019
southeast
storm
water
association,
stormwater
utility
report,
they
do
a
annual
or
a
semi-annual
or
bi-annual
survey
of
their
membership.
So
it's
about
136
jurisdictions.
That
report
you
can
see
that
stormwater
departments
are
set
up
very
different
to
stormwater
utilities
in
many
different
jurisdictions
about
20
percent
of
them
have
a
separate
stormwater
department
like
we
do,
but
you're
going
to
see
it
more
often
combined
with
other
departments.
So
just
keep
that
in
mind,
you're
looking
at
fees
that
many
other
departments
are
able
to
kind
of
piggyback
their
costs.
H
Then
there
is
generally
some
expenditure
on
technical
and
capital
improvement
plan,
work
which,
in
this
case,
is
showing
about
a
combination
about
26,
so
just
some
kind
of
framework
and
reference
for
what
the
city
does
with
its
its
fee
versus
what
some
of
the
other
jurisdictions
are
doing.
It's
always
hard
to
get
apple
to
apple's
comparison
on
these,
but
city
has
approximately
4.1
million
feet
of
pipe
and
ditch
system
that
we
maintain.
H
We
do
obviously
have
a
series
of
marsh
and
wetland
outfalls,
which
are
generally
challenging
from
a
maintenance
cost
perspective.
We're
also,
as
as
all
of
you
are
more
than
aware,
one
of
the
older
cities
in
the
country.
So
we
have
somewhat
older
infrastructure,
especially
in
the
peninsula
area,
with
our
brick
arches
and
our
vitrified
clay
pipe
drainage
system,
and
then
we
do
operate
and
maintain
pump
stations,
which
is
somewhat
unusual.
H
We
do
also
do
project
work.
We
run
the
one
million
dollar
small
project
allocation.
All
of
our
management
expenses
for
our
large
capital
projects
are
in
our
utility
fee.
I'm
just
showing
here
three
years
of
projected
capital
improvement
plan
costing
for
stormwater
projects
averaging
out
to
around
50
million
dollars
per
year,
run
our
check
valve
program,
emergency
response,
work
for
hurricanes
and
things
pump
station
outfits
and
then
the
obviously
the
regulatory
program,
the
ms4
program,
that's
normal.
That's
that's
sort
of
the
core
part
of
a
utility
generally.
H
The
floodplain
program
is
actually
very
rare
to
have
in
a
stormwater
department,
that's
typically
in
a
building
inspections
department.
The
city
is
a
little
bit
different
again
in
that
half
of
our
city
is
in
a
flood
plain,
so
it
gets
folded
into
the
drainage
considerations,
much
more
than
you
would
see
in
a
traditional
city.
That's
why
we
have
it
set
up
that
way
at
this
city,
so
getting
into
the
fee
comparisons.
I
have
some
background.
H
Local
charleston
county
and
the
city
of
north
charleston
are
sitting
at
about
six
dollars
per
month.
In
parentheses,
is
sort
of
the
total
revenue
those
entities
are
raising
so
they're
north
charleston's,
a
kind
of
a
good
local
comparison,
a
little
more
than
half
the
fee
that
we
charge
for
a
little
a
little
less
than
half
the
revenue
that
we
receive
so
about
very
similar
revenue
to
fee
in
that
in
that
city,
but
obviously
slightly
less
in
the
way
of
drainage
challenges,
marsh
impacts
and
historic
city,
age
or
capital
improvement.
H
Work
towards
transit
improvements
going
across
the
state
so
trying
to
find
some
representative
cities
that
deal
with
some
similar
challenges
to
us,
but
also
there
are
some
of
similar
size
with
with
different
challenges.
Just
trying
to
give
us
mattering.
There
are
certainly
a
number
of
smaller
entities
and
smaller
cities
that
have
much
lower
fees,
but
don't
have
much
stormwater
function
outside
of
like
a
minimal
regulatory
basis.
So
these
are
not
meant
to
be
averages.
They're
meant
to
be
more
representative
town
of
bluffton
has
a
varying
fee
that
varies
anywhere
from
six
dollars
to
thirteen
dollars.
H
It
can
actually
go
above
thirteen
dollars,
but
it's
less
typical.
That's
based
on
the
amount
of
impervious
area
you
have
in
your
residential
property,
so,
like
larger
residential
properties,
are
charged
higher
fees.
It's
also
based
in
the
gross
acreage
of
your
property.
So
a
larger
property
is
also
charged
to
higher
fee
hilton
head
they're
at
12.50,
raising
about
five
million
dollars
a
year.
H
City
of
columbia
is
eleven
dollars
and
eighty
cents,
north
myrtle
beach,
is
at
eight
dollars,
raising
three
million,
then
city
of
greenville,
which
has
certainly
a
different
set
of
flood
challenges
and
us
more
river
issues
and
not
the
same
level
of
flooding,
but
they
they're
at
six
dollars
similar
to
charleston
county
north
charleston,
raising
about
six
million
dollars
so
moving
into
the
into
the
region.
The
first
two
are
florida
cities
florida,
some
of
their
kind
of
more
prosperous
focal
coastal
cities,
do
have
higher
rates.
H
You
do
generally
see
higher
stormwater
rates
there.
They
kind
of
have
a
history
of
dealing
with
a
lot
of
stormwater
issues.
In
that
state,
so
naples
kind
of
being
a
somewhat
similar
city
to
charleston
in
some
ways:
virginia
beach
and
norfolk,
being
kind
of
representative
cities.
We
look
at
in
virginia
being
similar
to
charleston,
but
those
rates
chattanooga
is
a
little
bit
different,
they're
a
river-based
city
again,
but
they're
one.
H
That's
a
very
progressive
stormwater
city
for
the
southeast,
so
they're
raising
about
19
million
dollars
off
of
their
fee
of
10.54
cents,
charlotte
being
again
a
city
that
we're
all
familiar
with
a
slightly
lower
rate,
but
again
a
very
high
impervious
area
in
charlotte,
so
raising
71
million
off
of
their
stormwater
fee
and
then
wilmington
similar
coastal
city.
Similar
flood
challenges
not
quite
the
same
age
as
charleston,
eight
dollars
and
seven
point.
Four
million.
B
F
H
The
main
area
you're
going
to
see
that
kind
of
impact
is
things
like
charlotte,
where
you're
going
to
have
like
a
very
impervious
downtown,
with
a
lot
of
commercial
properties,
so
they're
going
to
have
a
lot
of
rate
payers
in
that
area.
Even
if,
even
though
the
residential
properties
may
be
more
similar.
H
H
E
F
H
Again,
if
we
did
raise,
if
we
did
raise
additional
fee
revenue
looking
at
what
what
could
we
do
with
that?
And
so
I
we
talked
a
little
bit
about
the
last
meeting
about
kind
of
building
the
project
pipeline
of
trying
to
add
more
money
into
the
project
work.
So
coming
back
with
a
of
an
approach
to
do
that
right
now
we
have
sort
of
our
one
million
dollar
small
project
allocation
that
allocation
as
you're
all
aware
kind
of
gets
used
for
a
number
of
different
types
of
needs.
H
So
right
now
the
small
project
gets
used
for
concept
work.
It
gets
used
for
kind
of
preliminary
engineering
and
engineering
work
and
it
gets
used
for
actual
implementation
and
construction
style
work.
So
we've
looked
at
one
of
the
options
would
be
to
try
to
branch
that
out
somewhat
to
kind
of
clean
up
our
project
pipeline
and
the
pipeline
here
is
not
to
get
into
like
incredible
detail,
but
you
know
projects,
obviously
projects.
Small
projects
take
about
a
year
to
move
through
design
and
completion.
H
Large-Scale
projects
take
anywhere
from
you
know
three
to
ten
years,
depending
on
how
large
the
project
is.
So
we
have
a
series
of
currently
allocated
projects
that
we
are
either
in
indesign
and
mostly
nearing
completion
of
design
or
just
getting
ready
to
start
construction
or
in
construction
on.
So
we
have
a
really
good
allocations.
You
saw
in
the
kind
of
the
spend
for
the
next
two
to
three
years,
but
we
don't
really
have
the
next
set
of
projects
beyond
that
time
period,
so
we
we
certainly
have
some
that
will
continue
low
battery.
H
Some
of
the
other
projects
are
are
longer
time
frame
projects,
but
the
majority
of
our
rcip,
as
you
would
expect,
is
in
that
three
to
five
year
window.
So
part
of
what
you
need
to
do
is
to
start
laying
out
your
concept
plans
and
your
engineering
work
for
the
next
set
of
projects.
So
you
don't
basically
get
four
years
from
now
and
say:
okay,
we've
built
everything
that
we
had
budgeted
now.
H
What
do
we
do
and
then
it's
another
three
to
four
years
until
you
can
build
anything
to
kind
of
move
through
that
process,
so
concept
plans
are
important.
You
need
to
basically
look
at.
You,
know
small
expenditures
to
do
enough
engineering
work
to
figure
out
kind
of
what
is
the
cost
benefit?
What
are
the
scoring
metrics
to
be
able
to
prioritize
projects
to
be
able
to
look
at
moving
them
forward
in
the
in
the
process?
And
this
is
a
inverted
pyramid,
because
not
all
concept
plans
move
to
the
next
stage.
H
You
know
they
some
concepts.
You
decide.
After
doing
the
research
work,
this
just
doesn't
score
well
enough
to
move
forward
until
there's
additional
funding
it
might
take
longer,
it
might
never
get
funded.
You
try
to
avoid
the
never
get
funded.
You
try
to
just
focus
on
projects,
you
think
have
success,
but
it
does
happen.
Then
you
have
engineering.
H
Obviously,
engineering
can
be
anything
from
preliminary
engineering
work
to
more
complex
engineering
work,
but
we
kind
of
have
a
good
example
here
with
projects
like
central
park
projects
like
broad
and
lockwood.
You
know
where
we
know
that
these
are
projects
we
want
to
move
forward
with,
but
we
don't
have
kind
of
full-scale
capital
project
drainage
fund
funding
for
them,
so
they're
sort
of
falling
into
that
gap
a
little
bit
again
between
our
concept,
plan
work
and
our
construction
level
work.
H
This
is
a
methodology
to
be
able
to
move
projects
like
that
forward
and
keep
the
pipeline
moving,
keep
those
projects
moving
towards
construction
and
then
implementation,
because
you
also
don't
want
to
lose
track
of
kind
of
the
original
intent
of
the
small
project
allocation
system,
which
is
to
say
hey.
Some
of
these
are
just
short
short
time
frame:
relatively
construction,
approachable
projects
like
installing
new
outfall
pipes.
H
You
know
improving
existing
drainage,
easements
that
still
needs
to
have
a
setup
and-
and
the
idea
here
is
to
say,
here's
something
we
think
would
be
appropriate
for
this
coming
year
for
2021,
but
these
numbers
could
be
adjusted
each
year.
Based
on
how
many
concepts
we
have.
You
know
how
much
engineering
need
we
have
and
then
how
many
projects
are
ready
for
implementation.
H
H
The
first
item
here
I'm
going
to
use
relatively
quickly,
is
to
to
basically
promote
three
practice
leads.
This
would
be
moving
to
having
a
almost
a
kind
of
a
secondary
management
level
in
the
department,
a
project
practice
leader,
a
regulatory
practice
leader
and
operations
practice
leader.
You
know
right
now,
I'm
somewhat
becoming
the
bottleneck
for
the
department
a
lot
of
the
time
and
that
I'm
managing
projects,
I'm
also
doing
the
council
work
overseeing
some
of
the
field
operations
work.
H
This
is
trying
to
kind
of
free
up
a
little
bit
more
capacity
on
my
end
and
also
on
the
project
end,
but
it
also
builds
a
career
pathway
right.
It
gives
a
chance
for
for
advancement.
It
gives
chance
for
people
to
stay
and
retain
really
high
quality
people,
because
they
see
that
pathway
up
through
the
through
the
city,
and
it's
it's
somewhat
mimicking
what
you
see
in
like
a
more
consulting
methodology
where
you
want
your
in
a
technical
field
like
stormwater,
you
want
your
your
kind
of
senior
management
to
stay
technically
current.
H
It's
probably
a
good
corollary
with
the
the
phone
call
for
like
attorneys
right.
You
don't
need
your
managing
attorneys
to
not
understand
kind
of
current
case
law.
They
need
to
still
understand
kind
of
how
how
the
law
works
in
order
to
assign
work
and
manage
project
work
and
manage
the
other
attorneys.
So
practice
leaders
are
still
engaged
on
a
day-to-day
basis.
They
don't
become
pure
managers,
they're
still
majority
work,
oriented
leaders,
but
they're
also
providing
some
of
that
managerial
and
kind
of
cross-pollination
between
the
different
groups.
H
The
second
bullet
is
one
that
I
personally
think
is
incredibly
important.
This
is
kind
of
enhancing
our
field
operations
work.
The
department
was
really
created
to
to
provide
basically
enhanced
vegetation
maintenance.
I
mean
we
do
a
lot
of
grass
cutting.
We
do
a
lot
of
weed
whacking.
We
do
some
very
basic
repairs
of
the
drainage
system.
It
really
had
been
a
reactive
department
to
kind
of
do
a
lot
of
aesthetic
maintenance
and
kind
of
you
know
basic
drainage
maintenance.
H
H
We
need
to
adjust
our
existing
positions
to
match
those
needs
that
we're
not
just
cutting
grass
anymore,
we're
actually
trying
to
improve
drainage
for
everyone
and
get
the
system
to
function
at
its
original
design
capacity
that
rehabilitation
that
also
builds
in
some
of
the
kind
of
lower
effort.
Construction
work
where
we
can
do
that
in
house.
Instead
of
having
to
always
hire
contractors
at
kind
of
high
rates
to
do
relatively
basic
work.
H
I'd
like
to
do
this
organically,
and
I
think
we
can
do
it
for
no
cost
by
just
kind
of
rearranging
the
existing
department
that
positions
it.
We
have,
but
it's
something
that
I've
been
talking
about
with
our
superintendent
for
a
long
time
and
he's
he's
a
strong
supporter
of
of
really
remembering
that
there's
an
incredible
value
in
the
people
who
are
actually
out
doing
all
the
work
in
the
department,
not
just
the
projects
which
kind
of
get
the
the
quick
and
obvious
attention.
H
But
really
we
only
need
projects
when
things
go
wrong
from
a
maintenance
and
regulatory
standpoint
generally,
so
the
the
last
one
there
would
be
to
increase
project
efficiency
again
we're
doing
50
million
dollars
a
year
of
project
work.
We
are
with
the
new
position:
we're
adding
in
we'll
be
able
to
just
barely
have
the
capacity
to
manage
the
existing
number
of
projects
we
have,
but
that
assumes
no
perturbations
right.
H
In
many
groups
you
would
say
well,
that'll,
just
slow
things
down
that'll,
just
you
know
kind
of
flex
the
way
we
do
work
at
50
million
dollars
a
year.
It's
just
important
to
remember.
If
you
have
a
one
percent
impact
to
your
efficiency,
you
lose
five
hundred
thousand
dollars,
so
it's
it's
something
that's
worth.
Building
a
little
resiliency
in
at
this
point,
we'd
ask
for
a
junior
project
manager.
H
So
again,
I
think
that's
a
relatively
low-cost
way
to
to
really
avoid
that
disruption
again
right
now,
the
the
gap
filler
right
now
is
me.
So
when
we
have
problems
or
when
someone's
on
vacation,
I'm
the
one
stepping
in
and
managing
which
isn't
always
the
most
efficient
from
a
long-term
perspective,
and
that
gets
harder
and
harder
the
more
work
we
have
that
my
span
of
control
is
getting
a
little
bit
outside
of
my
ability
to
make.
H
That's
kind
of
what
I
had
today.
I
just
want
to
keep
it
relatively
short
and
let
you
know
where
we
would
go
with
an
extra
one
dollar
fee
increase
if
we
were
to
take
that
route
and
sort
of
what
the
comparison
fees
are
in
the
area
and
what
those
fees
are
typically
used
for.
So
I'm
happy
to
answer
any
questions.
If
anyone
has
any.
E
C
If,
if
we
were
to
agree
that
we
want
to
have
that
next
round
of
projects
teed
up
for
when
we
finish
the
two
and
three
years
out
that
you
said
we're,
currently,
you
know
prioritizing
and
and
have
authorized.
I
assume,
do
you
have
a
short
list
of
of
the
next
tier
or
the
next.
You
know
phase
of
projects
that
would
kick
off
in
in
another
three
years,
so
that
we
could
start
to
see
that
that
kind
of
you
know
reactive
chain.
H
H
Neighborhood
we've
looked
at
the
st
andrews
basin
in
west
ashley
as
a
potential
project
area
and
we're
starting
a
little
bit
on
concept
plan
work
now
with
from
la
this
year's
project
allocation
for
the
dowden
area
in
west
ashley,
in
the
also
in
kind
of
the
west
pawnee
neighborhood,
also
in
obviously
in
church
creek.
We
still
have
other
areas
beyond
the
existing
flood
storage
project
that
we're
looking
at
that.
We
want
to
kind
of
see
how
where
we
can
expand
out
and
do
that
type
of
work,
but
then
john's
island.
H
You
know
we're
just
starting
our
johns
island
plan
with
the
national
fish
and
wildlife
foundation
to
identify
all
of
the
project
areas
on
john's
island
that
might
benefit
from
restoration
and
enhancement
and
then
james
island.
Obviously
we
have
we
have
some
short-term
projects
in
areas
like
like
shoreham
will
walk.
We
want
to
work
on.
We
have
the
dills
bluff
project
coming
off
camp
road
with
the
town
of
james
allen
that
we've
looked
at.
H
We
have
the
howell
side
of
the
central
park
basin
that
we
really
have
some
general
ideas
at
that
the
county's
been
looking
at
and
then
you
get
into
the
engineering
budget
here,
where
we're
not
just
looking
at
concept
plan
but
we're
starting
to
get
into
engineering
options
on
projects
that
are
sort
of
stuck
in
that
gap.
And
that's
where
we're
starting
to
look
at
like
central
park
right
where
we
have.
We
know
we
need
some
additional
funding.
H
We've
we've
looked
at
the
same
thing
with
dupont:
wapu
we
actually
have
that
coming
to
council
on
tuesday.
For
small
project
allocation
consideration
again
to
be
able
to
keep
these
projects
that
we
know
we
need
to
build
moving
forward,
so
we're
not
kind
of
stuck
waiting
for
funding,
because
we've
got
many
of
these
have
multi-year
permitting
processes
associated
with
them.
H
So
once
you
get
the
funding,
you
kind
of
want
to
be
able
to
have
those
permits
in
hand
for
construction
rather
than
sitting
waiting
for
the
entire
kind
of
somewhat
arbitrary
pot
of
funding.
Since
you
don't
know
your
actual
exact
construction
cost,
so
you
have
that
design
and
permit
work,
then
saying:
okay,
now
that
we
have
eight
million
dollars,
we're
going
to
need
two
or
three
years
before
we
can
actually
use
it
to
build
anything.
H
C
I
H
H
D
H
I
Right,
yes,
I
was
thinking
in
addition
to
what
you
said
here
I
mean
very
appropriately.
I
I
think
that
what
we
did,
what
you
suggested
a
year
ago,
you
know
has
worked
very
well
and
the
thing
about
it.
You
know
these
are
brick
arches
and
whatnot
they
came
in
at
their
own
will.
Sometimes
we
now
get
help
from
cws,
but
more
more
often
than
not.
You
know
obviously
falls
on
us
and
budgeting
for
that
or
budgeting
an
amount
for
some
of
these
smaller
projects.
D
D
There
in
force
today
addressing
it,
so
I
think
we're
going
to
see
more
and
more
and
more
of
that-
and
I
I
agree
with
you
anything-
we
can
do
to
sort
of
plan
ahead
and
give
matt
some
discretion
and
have
money's
available.
So
he
can
attack
this
stuff
quickly
without
having
them
to
come
back
to
city
council
to
get
approval
because
they're.
I
A
A
You
know,
the
va
is
a
you
know,
part
of
the
federal
government
and
roper's
non-profit.
So
so
they
don't.
You
know
it's
particularly
for
the
va
it's
hard
for
them
to
get
approval
from
the
federal
government
just
to
chip
in
fifty
thousand
dollars
for
a
project
you
know,
so
would
it
be
possible
if
you
and-
and
I
know
I
guess
you
could
do
a
separate
special
assessment
district
or
something
like
that.
A
J
Mayor,
I
have
to
say
I
I
would
need
to
look
at
that.
I
I
think
we
could
structure
that
some
way
to
set
up
a
district
that
would
authorize
that
fee
for
that
particular
district.
If
we
could
justify
it
which
it
sounds
like
we
could,
so
I
you
know,
I
would
need
to
look
at
it
a
little
bit
further,
but
I
would
think
we
could
come
up
with
some
sort
of
creative
solution
to
do
that
and.
E
J
A
So,
and
in
this
case
of
the
hospital
district,
I
know
the
main
property
owners,
you
know
they
won't,
they
want
to
participate,
you
know,
so
it's
not
like
we're
forcing
something
on
them.
But
anyway,
if
you
look
at
that,
both
from
a
stormwater
fee
or
other
special
assessment
district,
that
would
be
a
good
tool
for
us
in
the
meantime.
A
You
know
I
I
know,
as
matt
said,
that
we
probably
never
having
enough
money
to
do
all
the
projects
we
want
to
do.
I
it
seems
to
me
that
the
show
us
that
other
slide
you
had
matt
for
kind
of
in-house
departmental
expenses
right
there,
so
you're
saying
that
would
be
a
hundred
and
thirty
thousand
dollars
that
you
would
use
if
you
had
some
more
funding
to
to
expand
your
capacity
within
the
department.
A
Yes,
yeah,
that's
correct!
So
so,
if
we
added
a
dollar
to
the
fee
for
next
year
and
that
generated,
how
much
would
that
generate?
Amy,
it's
approximately
a
million
dollars,
it's
approximately
a
million
dollars
and
so
that,
if
you've
spend
130
of
it
to
expand
your
needs,
then
until
we
needed
bonding
allocation,
you
you
you'd
have
another!
H
H
H
I
One
one
last
thing
on
this
up:
you
know
I've
talked
about
it
before,
but
I
really
do
believe
we
need
to
come
up
with
some
sort
of
signage
marketing.
When
these,
when
these
men
and
women
pull
up
in
your
community,
I
mean
they
come
there
to
fix
things.
In
other
words,
it's
good
news
right
now.
You
know
it's
almost
nondescript.
You
see
the
big
truck.
I
You
see
the
people,
you
pass,
you
go
on
your
way,
but
we
need
to
let
our
citizens
know
how
often
our
men
and
women
around
making
improvements
to
you
know
various
pipes,
drainage,
etc.
Letting
them
know
that
hey
your
stormwater
funds
at
work,
or
something
like
that.
I
mean
I'm,
not
I
don't
have
the
marketing
mind.
I
got
to
finance
my,
but
I'm
sure
we
can
get
a
sound
bite
on
that
and
put
it
on
the
side
or
whatever.
I
H
And
I
will
add,
council,
I
think
that's
a
great
idea
that
you
had
previously
as
well,
so
I
we
actually
have
had
our
staff
working
on
that
the
last
week
trying
to
come
up
with
some
options
and
approaches
and
talking
to
field
operations
about
what
they
can
move
around
with
them
easily.
So
we
are
doing
that
because
I
think
that
really
is
a
good
idea
to
get
that
word
out
all
right.
Thank
you.
K
K
B
K
C
I
just
have
a
follow-on
question
to
the
to
the
conversation
about
the
service
districts
and
you
know
signing
the
the
revenues
back
to
the
use
and
in
a
particular
district.
So
what
would
an
applicable
example
of
that
be
then
trying
to
take
on
the
brick
arches
holistically,
and
you
know,
basically
establish
a
fee
for
whatever
route
they
take
throughout
the
the
historic
part
of
the
peninsula.
K
A
I
have
no
clue
about
that.
Well,
you
can
dig
in
and
get
back
to
us.
I
think
the
question
before
us
today
is
whether
y'all
would
advise
that
we
go
ahead
next
year
and
bump
from
10
to
eleven
dollars
on
the
storm
water
fee,
to
allow
another
million
dollars
to
go
to
the
storm
water
department
and
budget
to
to
build
capacity
and
to
start
building
the
project
pipeline
for
the
future.
H
Yes,
yeah
absolutely,
and
the
only
thing
I
do
want
to
just
mention
from
the
the
district
perspective.
I
think
utility
districts
certainly
have
some
value
in
some
approach,
but
you
know
you
do
have
to
remember
scale
of
cost.
You
know
stormwater
kind
of
works
like
community
lending
right
now,
where
kind
of
everybody
takes
their
turn
in
their
basin,
and
you
raise
funding
across
a
large
area
it.
H
You're
still
looking
at
raising
five
thousand
dollars
per
resident
on
that
project,
just
from
a
perspective
of
fee
structure
versus
project
benefit,
it
works,
but
it
works
on
a
long
scale
time
frame.
So
when,
if
you're
going
to
set
up
individual
districts,
you
often
set
up
districts
and
potentially
bond
off
those
districts,
because
the
time
frame
is
long.
H
I
think
that's
where
you
really
see
some
benefits
similar
to.
I
think
what
councilman
zappell
was
talking
with
an
impact
fee
where
I'd
say
this
is
not
a
traditional
project.
This
is
something
different
or
unusual.
It
really
has
an
additional
cost
and
also
value
to
that
area.
Beyond
what
you
would
normally
see.
B
A
You
know
on
a
gradual
basis.
You
build
that
pipeline
and
two
years
from
now
you
might,
you
might
need
another
buck
because
of
the
the
actual
capital
cost
of
those
projects
once
you've
figured
them
all
out
and
gotten
the
pipeline
in
in
place.
But
that's
when
you
need
more
hard
dollars
for
the
project.
Construction.
G
Here
this
is
amy.
I
just
want
to
also
remind
everybody
that
we
have
a
drainage
fund
and
the
stormwater
fund,
which
is
typically
for
operations.
Drainage
fund
is
four
mills
for
larger
scale
projects,
so
I
so
I
don't
want
everybody
to
think
that
these
are
mixed
together,
because
they're
two
separate
funds.
D
G
A
We
appreciate
that
amy
and
I
I
think
that's
right,
but
I
do
point
out
that
we
had
a
long
list
of
small
projects
earlier
this
year
we
weren't
able
to
but
a
few
of
them
and
then,
if
I
recall
from
from
matt's
presentation
last
time
about
the
maintenance
and
and
getting
the
ditches
and
the
pipes,
the
so
many
pipes
cleaned
out,
it's
going
to
take
us
five
or
six
years,
even
to
make
a
single
pass
around
all
the
pipes.
So
it's
clear
we
have
needs
there
as
well.
I'm.
A
I
I
actually
think
it
it's
much
more
expedient
to
go
out
and
get
the
bond
at
low
interest
rates,
play
the
interest
and
and
get
the
projects
done
sooner
rather
than
later,
and
one
example
I
would
bring
up
is
look
at
that
same
project
on,
of
course,
of
course,
mark
aka's
project.
Where
what
is
it
18
t
is
still.
I
guess
they
hadn't
decided
how
they're
going
to
move
that
trunk
line
or
cover
the
trunk
line.
We've
had
our
monies
ready
for
that
project.
Since
2012.
I
I
If
we
had
done
that
project
and,
let's
say
2013-14,
now
we're
going
to
be
doing
the
project
in
2000
at
best
21,
maybe
22,
what
did
it
cost
in
in
13
or
14?
What
does
it
cost
now
and
why
did
we
get
hole
up
because
another
utility
basically
kicked
the
can
down
the
road,
for
you
know
seven,
eight
years
but
anyway,
while
these
interest
rates
are
low
as
the
economy,
if
they
come
up
with
a
virus
and
economy
begins
to
open
and
begin
to
do
a
little
bit
better.
I
I
E
B
H
E
H
H
B
Okay,
I
just
you
know.
I
just
think
that
you
know
if,
if
there
is
a
vehicle
and
if
the
franchise
agreement
is
that
vehicle,
then
I
think
that
we
should
start
at
least
talking
in
that
direction.
As
we
renegotiate
franchise
agreement
and
perhaps
it'll
at
least
give
them
a
little
incentive
to
to
sort
of
work
with
us
a
little
better
and
save
us.
Some.
A
So
we'll
we
will
certainly
consider
that
when
we
look
at
renewal
of
franchise
agreements
with
the
telecommunications
companies,
I
don't
think
our
our
agreements
with
them
are
as
robust
as
they
are
with
the
energy
company.
Because
of
the
fcc
regulations
and
federal,
you
know
authority
that
the
fcc
gives
a
lot
of
them.
We
we
got
the
same
situation
with
the
5g
towers.
We
can't
get
any
decent
fee
out
of
them,
because
the
federal
government
empowers
them
over
our
head.
Isn't
that
right,
susan.
J
That's
that's
right,
mayor
and
also
the
arrangements
with
comcast
and
some
of
the
other
telecommunication
companies
are
governed
by
the
state
act,
and
so
we've
got
limited
abilities
there.
But
we'll
definitely
look
at
the
issue
and
I'll
get
together
with
matt
and
review.
You
know
where,
where
we
might
be
able
to,
you
know
recover
potentially
some
fees
for
their
delays.
A
That's
right
or
set
it
up
so
that
next
time
we
we're
in
a
better
position.
So
maybe
we
should,
unless
there's
anything
further
on
stormwater,
we
ought
to
move
along
and
let
amy
update
us
on
tourism
I'll
come
back
to
council
with
the
recommendation
on
this.
I
I
must
be
honest
with
you.
I
I
feel
like
we
need
the
the
funds
for
stormwater
on
the
one
hand,
but
I
am
sensitive
about
our
needs
on
rev
on
the
revenue
side
for
the
general
fund.
A
G
Yes,
ma'am,
okay,
so
I
have
draft
tourism
budgets
for
you,
the
state
accommodations
tax,
so
I've
included
the
20.
Well,
my
staff
include
the
2020
original
budget,
the
what
was
amended
or
what
will
be
amended
to
and
what
we're
proposing
for
2021.,
as
you
can
see,
no
grants
because
we
did
not
issue
out
those
applications
and
we
had
no
intention
of
doing
that
this
year.
G
G
We
did
keep
for
the
2020.
We
had
talked
about
a
while
back
the
original
budgeted
amount
for
the
cbb
for
that
30.
Instead
of
cutting
it
based
on
the
actual
revenue
we
received
in
2020.
So
that's
what
we
have
for
the
2020
amended
budget.
We
had
talked
about
that
and
agreed
about
agreed
on
that
a
few
months
ago.
I
don't
remember
exactly
when,
and
then
we
have
the
bonds
that
we
pay.
We've
always
paid
the
one
iam
bond,
the
second
seven
seven
and
a
half
million
dollar
bond.
G
We
usually
pay
at
a
hospitality
fee,
but
as
we
go
through
these
budgets,
you'll
see,
the
hospitality
fee
fund
cannot
handle
a
lot
of
what
we
used
to
pay
out
of
that
fund
with
the
gibbs
and
basically
it's
all
all
the
things
that
we
have
agreements
or
or
debt
that
we
have
to
pay
is
what
our
proposed
uses
are
for.
2021
accommodations
tax
fund.
G
I
was
looking
at
the
ember's
clothes
sorry
about
that.
That
would
probably
help
you
a
lot
there
there.
It
is
it's
forcing
me
to
really
pay
attention.
I'm
sorry
about
that
yeah!
So
you
see
the
2020
amended
amount
that
we
kept.
That's
what
I
was
talking
about,
the
30
percent
for
the
cbb,
because
that's
based
on
the
revenue
we've
received,
we
budgeted
2.3
million
originally
in
the
in
the
accommodations
tax
budget
for
2020..
We
just
kept
it
at
the
same
funding
level.
G
G
D
G
E
E
J
G
So
you
see
this
30
here
for
cbb.
We
originally
budgeted
2.3
million
based
on
the
revenue
we
had
budgeted
for,
but,
as
you
know,
it
decreased,
so
really
we
would.
We
would
only
have
to
pay
them
about
what
we
what
we
collect,
but
we
had
decided
collectively
a
few
months
ago,
if
you
remember
to
pay
them
the
full
amount.
So
we
left
that
alone
for
2020
and
then
the
2021
proposed
amount
is
the
amount
of
the
30
of
the
our
projected
revenue.
G
I
A
So
we
are
kicking
that
can
down
the
road.
This
convention
and
visitors
bureau
has
borrowed
some
money
to
to
to
cover
those
renovations
that
are
now
wrapping
up
and
look
beautiful,
but
we
got
to
come
back
when
when
our
revenue
comes
back
and
remember,
we
got
to
pay
pay
them
back
for
that
renovation.
Just
to
let
everybody
know.
I
A
I
Thank
you,
mr
mayor
man.
Fact
that's
the
plot.
I
was
the
extra
bells
and
whistles
I
I
know
what
you're
talking
about
the
commitment
we
need.
You
know
towards
that
renovation.
I
don't
know
whether
it
was
five
or
six
million
vietnam,
but
in
that
neighborhood
anyway,
but
and
and
I've
done
a
couple
of
tours
of
the
this
is
a
reception
center
and
one
of
the
things
they
they
did
that
when
I
was
walking
through
that
brought
it
up
to
my
attention.
I
I
just
don't
remember
that
being
a
part
of
the
what
we
had
agreed
to
do,
let's
put
it
like
this
a
couple
of
years
ago
was
you
know
you
put
a
really
nice
standing,
seam
metal,
roof
on
that
building
and
somebody
advanced
the
expense
on
that,
and
I
know
we
want
a
part
of
that.
So
I
think
that's
some
of
the
bells
and
whistles
that
we
made
get
included
on
later
on,
but
you.
I
So
it's
something
about
construction
when
you
move
forward
and
create
the
expense
and
when
you
got
a
partner
in
it,
I
think
you
ought
to
discuss
that
with
the
partner
prior
to
spending
the
money.
So
I
heard
you
on
the
part
with
the
commitment
that
we
had,
but
that
other
part
we
might,
we
might
get
a
little
wrestling
match
on
that,
because
you
know
the
state
gave
them.
You
may
have
seen
what
was
an
extra
three
or
four
million
dollars
out
of
this
covert
thing.
G
I
I
E
C
G
G
This
is
a
little
bit
higher
than
what
we
normally
do,
because
we
normally
transfer
more
out
of
hospitality
fee
and,
like
I
said,
hospitality,
obviously
we're
seeing
such
a
big
revenue
decline
there
that
we
use
more
out
of
municipal
accommodations,
because
we
had
a
healthier
fund
balance
in
municipal
accommodations
for
property
tax
relief.
So
we're
using
that
to
cover
some
of
the
general
fund,
tourism
related
expenses.
G
Okay,
I
mean
okay
hospitality.
I
could
share
my
other
if
it's
because
I
had
to
chop
it
up
because
it's
such
a
big
budget,
so
I
can
share
the
whole
thing
if
it'll
be
better
or
I
can
just
do
it
piece
by
piece,
whichever
you
prefer
but
revenues,
you
can
see,
you
know
we
normally
17.6
million
in
2020,
amended
it
to
11
million
and
then
proposing
10.2
five
in
2021
and
I'm
sure
it's
somewhat
confusing
that
we're
going
down
in
2021
for
our
revenues
from
2020.
G
I
G
So
all
of
our
these
are
operating
expenses
that
you
know
we
really.
We
have
no
choice
on
at
all.
So
you
know
these
are
some
of
where
we
replenishing
the
general
fund
or
paying
for
things
right
out
of
the
hospitality
fee
fund
for
some
expenses
that
we
have.
We
have
the
family
circle
cup,
which
really
is
a
volvo
now
agreement
that
we
have
to
comply
with
the
amount
to
the
international
african-american
museum
for
operations,
gilliard
management
corporation.
G
G
Then,
obviously
for
the
350th
in
the
visitor
center,
we
don't
have
anything
for
those
mother
emanuel.
We
had
that
two-year
commitment
to
their
memorial,
so
we
did
the
one
million
in
2020.
This
is
the
second
1
million
in
2021,
and
then
we
have
the
debt
service.
There.
You
see
the
7.5
million
that
we
actually
move
to
state
accommodations
tax
and
then
the
other.
You
know
I
don't
know
that
I
necessarily
need
to
read
all
of
them,
but
the
volvo
tennis
center
renovation
was
another
commitment
that
we
have
for
a
million
dollars.
G
G
Okay,
so
these
are
the
transfers
out
that
we
have
so
normally
you
see
for
the
general
fund,
where
we
cover
some
of
the
expenses
salaries
and
things
like
that,
it's
normally
5.35.
We
had
to
reduce
it
down
to
3.8
and
that's
where
we
use
municipal
accommodations
to
cover
that
difference.
And
then
these
are
just.
G
I
G
Right
right-
and
so
then
I
just
did
a
little
bit
of
well
kathy-
did
a
just
a
look
at
how
this
is
affecting
the
general
fund.
So
you
can
see,
the
decrease
is
2.1
million,
so
normally
tourism
ticket
fee
is
a
little
bit
higher.
You
know,
340
thousand
dollars
normally
would
go
to
the
general
fund
right
for
2021
we're
expecting
93..
G
Minister
accommodations.
We
increased
this.
You
know
a
little
bit
hospitality
that
had
to
decrease
some
because
it
just
can't
support
it.
As
you
can
see,
you
know
we
used
to
over
two
million
dollars
in
fund
balance
as
it
is,
and
then
the
state
accommodations
tax.
So
it's
about
a
2.1
million
dollar
effect
to
the
general
fund
transfers
in
that
we
normally
do.
A
I
G
G
Yes,
just
we
are
looking
at
you
know
some
of
the
other
festivals
and
things
that
have
been
canceled
food
and
wine
is
cancelled,
so
we're
trying
to
take
all
those
into
consideration
as
we're
as
we're
trying
to
it's.
It's
not
an
easy.
It's
not
easy
to
project
this
revenue
out.
You
know
considering
that
we
really
don't
know,
what's
going
to
happen,
and
especially
in
those
first
four
or
five
months
where
we
do
have
a
lot
of
events,
not
knowing
for
sure,
if
we'll
have
those
we're,
just
very
very
conservative,
with
our
numbers.
A
A
I
am
concerned
y'all
about
the
the
non-profits
and
the
arts
organizations
that
have
come
to
rely
on
us
right
or
wrong
over
the
years
through
our
sharing
of
of
funds
with
with
a
number
of
them
and
that's
just
off
the
table
for
next
year.
You
all
know
that
right,
we
don't
have
the
community
assistance
applications
or
the
art
funding
applications,
and
I
don't
know
that
everybody
out
there
realizes
yet
we'll
start
getting
phone
calls
soon.
I
A
You
know
she
had
it
on
a
slide
here
at
the
bottom,
2
million
368
000
was
budgeted
in
2020
and
we
have
all
kinds
of
organizations
with
that
and
20.
We
cut
them
back
to
half
of
that.
Less
than
half
of
that
in
2020
is
based
upon
what
we
what
came
in
the
door,
but
we're
not
proposing
any
for
for
next
year.
At
this
point,
unless
we
cut
something
else.
I
G
E
G
A
G
Okay
and
then
just
other
business,
I
you
know
after
our
meeting
last
week.
This
is
kind
of
where
our
general
fund
enterprise
fund
budget
looks
like
right.
Now
we
have
a
5.2
million
dollar
negative,
which
would
that's
what
our
fund
that's
what
we
would
be
using
in
fund
balance
from
the
general
fund.
Just
to
let
you
know,
I
just
wanted
to
show
you
what
the
fund
balance,
because
I
think
we
talked
about
up
to
six
last
time.
So
right
now
we're
at
5.2
we
would.
We
would
fill
that
gap
with
fund
balance.
G
F
G
F
F
G
For
revenues,
only
I'd
have
to
get
back
to
you.
I
know
that
our
budget
has
grown
between.
You
know
four
and
maybe
eight
percent
every
you
know
within
those
last
few
years.
I
think
usually
we
look
at
expenditures.
I'd
have
to
go
back
and
give
you
the
revenue
numbers.
If
you
know
I
can
do
that,
for
you.
F
G
F
G
You
5.2
fund
balance
and
then
basically
timeline.
You
know
we're
building
the
budget
based
on
our
last
meeting,
we're
going
to
bring
the
local
options
sales
tax
resolution
to
the
november
24th
council
meeting.
It
only
needs
one
reading,
so
we
should
be
fine.
It
wouldn't
need
to
because
it's
not
an
ordinance
we'll
present,
basically
the
draft
budget
to
the
ad
hoc
committee
at
our
next
meeting
our
meeting
next
week,
which
is
on
thursday,
provide
it
to
full
council.
After
that
meeting.