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From YouTube: Dearborn Heights City Council Study Session 09.10.19
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B
A
C
D
So
I
think
that
they
are
they
earlier.
The
controller
asked
me
to
provide
basically
analysis
of
what
is
gonna
happen
in,
depending
on
the
rates
if
the
rates
were
going
to
decrease
by
10
percent
and
I
know
that
there
is
some
question
as
to
whether
the
rates
are
going
to
decrease
for
water
only
for
water
ins.
D
What
I
ended
up
doing
is
updating
the
agreed
upon
procedures
template
from
last
year,
assuming
the
expenditures
and
everything
we're
kind
of
static
based
on
those
templates.
Looking
at
some
of
the
increases
that
are
pushed
down
from
the
county
from
the
state
from
just
a
lot
of
different
sources
and
what
I
did
is
in
so
the
original
agreed
upon
procedures
called
for
a
5.3
percent,
roughly
increase
in
water
and
sewer
rates,
that's
a
blended
rate
overall
and
that
would
have
taken
effect
in
2018.
D
So
I
didn't
update
the
dates
or
anything
like
that,
but
still
the
time
periods
the
same
the
five
year
window
we
were
looking
at
10%
water
decrease
only
not
sewer,
and
even
if
you're
saying,
10%
decrease
the
first
year
and
then
subsequent
years,
you're
going
to
increase
it
by
5%
per
year.
Within
about
four
years,
the
water
and
sewer
fund
will
run
out
of
cash
and
actually
being
a
negative
cash
position.
So
you
would
not
be
able
to
meet
your
obligations
for
operations
and
maintenance,
payroll
debt,
etc.
D
If
the
water
and
sewer
rates
were
going
to
decrease
by
10
percent
in
the
first
year
and
in
subsequent
years,
you
were
gonna,
go
up
five
percent,
just
like
the
model
called
for
it
would
take
you
two
years
to
run
on
a
cash
in
water
and
sewer
fund.
From
the
point
of
the
implementation
of
the
10%
decrease
now
I
know,
it
seems
like
how's
that
even
possible
10%,
how
can
we
go
insolvent
within
two
year
period
or
a
four
year
period?
D
The
issue
is:
is
that,
in
order
to
run
the
water
and
sewer
fund,
you
need
approximately
six
to
six
and
a
half
million
dollars
at
any
point
in
time
in
order
to
do
it
successfully.
The
reason
for
that
is,
you
need
for
any
business,
including
water
sewer
fund,
which
technically
is
a
business.
You
are
supposed
to
have
so
much
cash
on
hand
to
meet
payroll
and
operations
and
maintenance,
usually
that
is
recommended
to
have
a
90
day
period
of
so
much
cash.
D
If
you
do
90
days
of
cash
based
on
your
expenditures
in
any
given
point
in
time
and
during
during
the
whole
year,
90
days
of
cash
translates
to
about
four
million
dollars.
It's
based
on
your
budget
of
about
sixteen
eighteen
dollars
of
expenses
expenditures
during
the
year.
So
that's
four
million
dollars.
They
need
just
to
keep
the
doors
open
the
lights
on.
In
addition,
you
do
have
a
very
old
system
in
the
city
of
Dearborn
Heights.
D
Therefore,
you
should
have
some
kind
of
a
capital
or
reserve
in
order
to
provide
repairs
and
maintenance
that
are
needed,
especially
during
emergency
points
in
time
that
is
usually
calculated
based
on
your
netbook
value
of
your
assets,
the
net
book
value,
it's
essentially
the
original
cost,
minus
depreciation
and
usually
there's
a
recommendation
of
a
certain
percentage
for
that.
The
model
calls
for
about
two
and
a
quarter
percent
of
your
net
book
value,
which
translates
to
about
two
to
two
and
a
half
million
dollars.
D
So
we're
not
talking
about
a
significant
amount
of
cash
for
the
emergency
repairs,
but
it
still
adds
up
so
between
the
two.
You
need
about
six
to
six
and
a
half
million
dollars
of
cash
to
run
the
water
and
sewer
department
now,
in
order
to
kind
of
the
other
thing
too,
that
I
put
in
the
email
and
I
wanted
to
kind
of
just
explain
how
in
the
world
can
this
happen
so
fast,
a
decrease
in
cash
by
10
percent
decrease.
D
So
the
model
originally
called
for
a
five
percent
increase
in
the
first
year
versus
a
ten
percent
decrease.
Technically,
it's
a
fifteen
percent
decrease
from
al
d'amato
cost.
The
five
percent
increase
that
was
proposed
versus
a
ten
percent
decrease
fifteen
percent
of
your
revenues.
You
have
about
twenty
million
dollars
and
water
and
sewer
revenues
that
come
in
that
receipts,
so
twenty
million
dollars
times
fifteen
percent
is
about
three
million
dollars.
D
So
if
you
decrease
the
water
and
sewer
rates
by
10
percent
or
by
10
percent,
effectively
lowering
bottled
by
fifteen
percent,
that
translates
to
three
million
dollars
a
year.
They
are
quote-unquote
burning
through
cash
by
not
increasing
the
rates.
So
what
ends
up
happening
is
that
six
million
six
and
a
half
million
dollar
reserve
that
is
needed
ends
up
being
depleted
by
three
million
dollars
a
year
if
you
decrease
both
water
and
sewer
rates.
D
Now,
if
you
do
decrease
only
for
water
rates
versus
water
and
sewer
that
bleeding
out
of
the
cache
slows
down
by
about
have
so,
instead
of
that
15%
times,
20
million
dollars
is
sexually
15%
times,
roughly
half,
because
only
half
of
the
revenue
is
water.
That
means
you're
bleeding
out
about
a
million
and
a
half
per
year
in
cash.
So
what
ends
up
happening?
Is
it
takes
you
about
four
years
to
run
out
of
cash
in
the
water
sewer
fund?
D
There
are
other
measures
you
can
do.
You
have
to
look
at
your
expenditures
and
see
if
there's
any
flexibility
in
you
know
if
you
cut
some
expenses,
things
like
that,
the
model
that
was
presented
last
year,
I
believe
on
the
very
less
page,
shows
the
water
and
sewer
rates.
What
the
fixed
costs
are
versus
variable
costs.
Specifically,
if
we
look
at
your
fixed
costs
for
the
year
ended,
2018,
so
kind
of
the
less
audited
timetable.
If
you
add
up
payroll
operations
and
maintenance
that
are
not
flexible.
D
Just
from
the
perspective
that
you
need
to,
you
know,
keep
the
lights
on
per
say:
annual
debt
payments,
which
are
pretty
significant,
essentially
about
82
percent
of
your
costs
and
the
water
and
sewer
fund
are
static.
So
you
can't
really
control
those
because
they're
outside
of
your
control,
the
other
18%
or
so
you
can
probably
control
to
some
extent.
So
you
probably
see
where
you
can
reduce
some
spending
etc.
D
So
we're
not
talking
about
five
ten
fifteen
percent
I
was
playing
around
with
the
model
just
a
little
bit.
Would
the
agreed
upon
procedures
just
to
see
what
the
percentages
and
I
went
up
to
about
thirty
percent
water
and
increase
water
and
sewer
rate
increase
in
the
first
year
that
didn't
even
do
it.
So
it
takes
a
long
time
to
recover
by
the
fact
that
you're
coming
down
three
million
dollars
per
year
in
that
cash
balance
that
you
need
tell.
E
D
There's
a
schedule
to
an
agreed
upon
procedures
that
shows
the
salaries
and
wages
and
the
projections
and
the
staffing
and
the
based
on
the
position
and
those
are
paid
by
Y.
Where
is
on
page
13
that
they
agreed
upon
procedures,
it
shows
the
salaries,
it
shows
the
number
of
positions
and
it
shows
the
total
expense.
E
Now
all
the
DS
speakers
work
strictly
in
water.
They
don't
dental,
go
anyplace
else
see
this
is
the
problem
I
have
with
when
we
pay
people.
Some
of
these
people
will
go
out
and
do
street
sweeping
maybe
one
day
or
cutting
grass
another
day,
so
their
total
total
salary
comes
out
of
water.
I.
We've
got
to
break
that
down
a
little
bit
better
for
me.
So.
D
D
We
have
looked
at
the
allocations
so
a
few
years
ago
we
had
the
recommendation
of
having
the
allocation
updated
because
the
allocation
wasn't
updated
for
quite
some
time.
The
allocation
was
updated
at
ballpark
three
four
years
ago.
We
did
look
at
it,
it
looks
reasonable,
but
we
do
recommend
the
city
to
go
through
that
step
again.
I
would
actually
encourage
the
city
to
go
through
that
step,
probably
every
single
year
and
updating
it,
because
those
percentages
can
change
absent.
E
See
this
is
the
problem
I've
had
over
years
and
years
of
I,
don't
know
what
the
water
department
spends
and
who
gets
it
and
where
it
goes,
we've
bought
trucks
for
directors
out
of
the
water
fund
that
this
is
and
we
keep
raising
the
water
rates
to
rob
Peter
to
pay
Paul
or,
however,
you
want
to
say
it.
It.
D
D
Understand:
okay,
but
in
the
grand
scheme
of
things
when
so,
we
did
test
allocation
or
the
reimbursements
last
year,
I,
don't
if
you
recall
it
and
yeah,
we
asked
Thomas
and
we
found
that
there
were
some
late
reimbursements
because
of
personally
being
unli
and
not
being
able
to
do
the
analysis
so
far,
so
the
order
hasn't
been
finalized
or
anything
like
that.
So
far,
based
on
what
we've
seen
allocations
have
come
in
timely,
etc,
but
the
biggest
driving
thing
factor
of
the
water
and
sewer
rates.
It's
not
your
salaries.
D
It's
the
debt
payments,
it's
the
cost
of
sewage
disposal,
it's
the
cost
of
water
that
the
city
has
to
pay
other
third
parties
in
order
to
have
them
bring
that
into
the
city.
In
order
to
do
that,
you're,
basically,
your
hands
are
tied
with
the
cost.
Some
of
those
costs
are
going
up.
Only
three
four
or
five
percent,
only
quote
unquote.
Some
of
them
are
going
up
more.
Some
of
them
are
going
by
double-digits
so
having
that
D
and
that's
why?
D
If
you
look
at
what
the
city
has
done,
historically,
you
have
had
increases
almost
every
year
in
water
and
sewer
rates,
but
you've
also
had
increases
in
the
expenses
that
you
can't
control
every
single
year
and
by
decreasing
the
revenue,
the
top
line,
the
expenses
are
not
going
to
change.
At
least
around
80
percent
of
those
expenses
are
not
going
to
change
so
sooner
or
later.
D
If
the
top
line
shrinks,
you
have
to
use
up
your
fund
balance
your
cash,
and
if
your
cash
is
used
up,
it's
you're
not
gonna,
be
able
to
do
the
repairs.
I
know
the
city
has
been
talking
about.
Potentially
water
meter
replacement,
that's
a
significant
expense
as
well
in
the
future.
There's
a
lot
of
significant
expenses
that
are
coming
up.
That
personally
I
would
recommend
having
a
study
done,
updating
the
study,
taking
a
look
at
it,
seeing
what
the
numbers
are
and
honestly
kind
of
sitting
down
and
hashing
out
the
budgets.
D
D
You
know
if
we
have
a
truck,
can
it
last
for
another
three
years,
can
we,
you
know
replace
a
couple
things
and
instead
of
buying
a
new
truck
in
2020,
can
we
wait
till
2023
see
what
happens
if
we
can
delay
some
of
these
expenses
and
then
perhaps
at
that
point,
look
at
it
and
say
you
know
what
the
water
and
sewer
rate
could
be
reduced
or
maybe
could
be
not
increased
by
as
much
of
a
you
know,
maybe
not
the
five
percent.
Maybe
it's
only
three
percent.
D
There
could
be
some
things
of
doing
to
make
sure
that
you
plant
and
I
would
recommend
doing
five
year
plan.
One
year
plan
is
never
gonna.
Really
it's
it.
As
you
know,
one
year
flies
by
pretty
quick
friend
of
mine,
always
says
only
days
are
long
years
are
short,
it's
extremely
true.
I
mean
it
just
flies
by
like
that
and
looking
at
one
year
plan
for
capital
outlay.
It's
not
gonna
paint
that
true
picture
of
what
the
city
needs.
D
If
you
do
a
five-year
plan,
you're
gonna
be
more
in
the
ballpark
I've
even
seen
ten
year
plans
which,
at
that
point
it
gets
really
gray
and
who
knows
what's
gonna
happen
in
ten
years
from
now
five-year
plan,
in
my
opinion,
is
very
reasonable
and
you're
definitely
doing
the
right
thing
for
the
city.
In
order
to
do
that,.
C
D
So
that,
essentially,
the
agreed
upon
procedures
are
the
plans,
so
what
happens
with
the
agreed
upon
procedures
riittää
from
the
city
and
from
other
third
parties
by
third
parties,
again
kind
of
talking
about
the
county
and
other
reports
from
okay?
What
are
the
water
sewer
rates
expected
to
be
or
water
and
sewer
charges
expect
it
to
be
that
are
passed
on
down
to
the
city?
What
are
the
debt
obligations
that
are
passed
down
to
the
city?
D
And
basically,
what
happens
is
those
numbers
are
populate
the
model
and
then
the
city
comes
up
with
a
plan
of
capital
outlay.
A
strategic
plan
see
how
much
money
do
you
need
for
the
next
five
years
to
make
improvements
in
the
water
and
sewer
fund,
whether
it's
water
meters,
whether
it's
lining
of
the
drains,
whether
it's
you
know,
repairs
of
water,
mains,
etc
and
again
the
water
and
sewer
system
is
very,
very
old.
The
city
is
an
older
city,
very
established
city.
D
C
C
First
of
all,
okay,
you
said
you
needed
90
days
of
operating
expenses
made
sense
and
he
said
emergency
replacement.
No,
that
was
the
four
million
in
an
emergency
replacement,
another
2.1
million.
Then
there's
another
cost
again
of
$500,000.
What
does
I
mean?
It
says
your
other
reserve,
but
that's
pretty
vague,
but
again.
D
F
C
F
Happen
again,
but
per
flood
not
every
year,
but
when,
for
instance
like
earlier
this
year,
we
were
hoping
for
a
reimbursement
for
the
from
the
federal
government.
We
pretty
much
used
quite
a
bit
of
that
five
hundred
thousand
plus
and
I
don't
want
to
get
into
public,
but
you
know
we
get
claims,
so
that
comes
up
when
the
attorneys
come
before
us
with
the
claims.
So
that's
part
of
that
also,
but.
C
But
with,
but
we
already
have
the
emergency
replacement
money,
2.1
million-
and
we
already
have
the
other
90
days
of
expensive,
which
is
four
million
I
mean
it
seems
like
a
lot
of
money
to
be
held
on
to
in
and
additionally
I
know
a
lot
of
times,
either
in
our
budgets
or
or
different
console
packets.
We
have
to
for
money,
that's
going
right
out
of
water,
which
obviously
that
the
very
minimal
implies
there's
some
extra
money
laying
around.
C
So
with
that
being
the
case
between
that
and
I
have
an
extra
half
million
here,
just
sit
around
I,
don't
agree
with
honestly
and
I'm
plus
another
six
and
I
mean
it
just
doesn't
make
sense.
It
seems
like
that's
something.
If
you
want
to
do
some
quick
cost-cutting
that'd
be
something
that
definitely
can
be
caught
and
then,
when
we
need
it,
it
could
always
be
borrowed
out
of
the
general
fund.
It
may
be
reimburse
back
to
water,
no
general.
F
F
Came
out,
it
came
out
of
fund
balance
on
balance,
concern
and
I
mean
these
are
judgmental
decisions
I'm,
anticipating
that
the
economy
is
going
to
dip
and
I'm
very
concerned
about
lancing.
Some
of
the
plans
that
are
coming
out
would
reduce
our
state
shared
revenue
in
a
way
it
would
transfer
it
to
road
funds,
but
ultimately
we
rely
on
state
shared
revenues.
F
It's
it's
a
judgment.
Call
on
the
reserves,
I'll
be
the
first
one
to
admit
to
it.
We've
actually
had
reserves
higher
than
half
a
million.
We
lowered
to
half
a
million.
We
can't
buy
any
insurance
for
flooding
Linda.
Do
you
have
any
idea
how
much
we
spent
on
flooding
earlier
in
the
year?
Was
it
three
hundred
thousand.
F
C
D
D
So
this
model,
if
you
look
line
by
line
item
by
line
item
at
the
end
of
2018,
you
had
about
8.2
million
dollars
of
cash,
then
in
at
the
end
of
19,
you
you're
down
to
five
million
because
expenditures
exceeded
revenues
and
then
the
following
year.
Four
point
four
four
point:
seven:
until
you're
you're
trying
to
build
up
to
that
bogey
at
the
end
of
five
years,
so
based
on
that
the
$500,000
isn't
you're,
not
looking
at
like
per
year
of
savings.
It's
more
your
target
bone.
Your
target
goal
would
not.
D
It
would
be
five
hundred
thousand
dollars
less
if
you
wanted
to
eliminate
that
five
hundred
thousand
dollar
reserve
and
that's,
of
course
up
to
the
city
to
determine
what
expenses
you
want
to
budget
for
and
approve
and
then
also
what
target
reserves
you'd
like
to
have
in
the
water
and
sewer
fund.
So
if
you
decide
at
the
end
of
day
that
maybe
you
know
two
and
a
quarter
percent
of
your
net
book
value,
maybe
that's
a
little
low
or
that's
a
little
high,
or
maybe
that
feels
right
that
two
million
okay,
we'll
leave.
D
You
know
the
city
leaves
that
maybe
that
five
hundred
thousand
dollar
extra
reserve-
maybe
that's-
not
needed,
so
you
eliminate
that
so
maybe
you're
down
to
six
million
dollar
reserve.
That,
of
course,
is
gonna,
have
an
impact
on
your
water
and
sewer
rates
that
you're
not
gonna
have
to
increase
by
maybe
five
point
three
percent.
Maybe
it's
only
gonna
go
up
by
five
percent
per
year,
so.
C
D
Kind
of
like,
if
you
had
your
own
personal
savings
account,
then
you
always
said
you
know:
I
I
want
to
have
five
hundred
thousand
dollars
for
retirement.
Your
goal
is
that
and
let's
just
say
ten
years,
it's
not
like
you're
spending
it
or
anything
like
that.
That's
your
target,
bogey!
In
order
to
make
sure
that
you're
comfortable
at
the
time
you
retire
have.
G
F
That's
why
that
number
got
in
here,
I
I
will
tell
you
I
recommended
that
that
reserve
being
put
in
when
we
lost
all
insurance
coverage,
because
there
was
no
way
to
pay
and
you
rack
up
the
cost.
When
we
have
the
floods,
Tom
saw
it
firsthand
savor
it.
You
got
to
have
some
money
around
for
the
extra
garbage
pickup
and
all
the
other
things
that
are
associated
with
these
and
and
in
the
cost
I
mean
because
that
was
there.
I
was
able
to
call
GFI
and
say
Jeff
Oh
Jeff,
oh
yeah.
C
D
Seems
like
a
lot
for
it,
so
the
city,
it
is
a
big
city
and
your
budget
overall,
you
have
about
twenty
million
dollar
budget
in
this
fund.
So
technically
it's
actually
not
that
big
of
a
number
to
me
personally.
It
seems
like
a
huge
number
if
I
was
looking
at
that
and
my
personal
savings
account,
which
would
be
great
to
have
right
before
the
city.
However,
if
we're
looking
at
a
big
city
with
these
kind
of
operations,
the
water
and
sewer
fund,
two
million
dollars
can
go
through
like
that.
You
have
a
huge
flood.
D
E
To
2.1
million
dollars
in
my
correct
is
basically
what
we
use
to
fix:
the
sewer
breaks,
main
water,
main
breaks
and
things
of
that
nature.
Another
500,000
is
for
the
other
costs
related
to
to
flooding.
Picking
up
yes,
trash
whatever
got
overtime,
that's
got
to
be
paid
to
people.
I
know
that
I
understand
now.
So
there's
two
separate
two
separate
things
there
2.1
million.
For
that,
though,
the
repair
of
things
and
the
500,000
is
there
to
pay
off
pay
out
the
contingency
fees
for
all
of.
D
That's
why
I
say
like
if
the
council,
you
should
look
at
this
model
and
say:
okay,
this
is
what
you're
comfortable
with
this
is
what
you're
not
comfortable
comfortable
with
and
make
adjustments
to
get
to
the
right
spot.
I
absolutely
agree.
The
other
thing
that
I
didn't
point
out
too
is
the
city
is
in
a
unique
situation
from
the
perspective.
D
If
you
compare
yourself
to
a
growing
community,
you
don't
have
the
tap-tap
fees
that
a
lot
of
communities
have
so
there's
a
lot
of
communities
out
there
that
receive
millions
of
dollars,
maybe
a
million
or
two
every
year.
So
they
don't
really
need
that
capital
reserve,
like
the
city
of
your
house,
does
because
you're
limited
to
that
your
or
saina.
D
D
G
F
Stayin
in
that
range-
and
the
other
thing,
if
you
recall
with
the
communities,
bought
the
system
from
the
county
for
the
downriver
and
that
froze
the
rate,
so
the
rates
are
coming
in
at
the
expected
level,
so
we
froze
really
those
two
of
them
somewhat
frozen.
We
have
the
contract
with
Great
Lakes
water,
but
what's
happening
now
is
the
Rouge
disposal
is
been
ordered
by
Eagle,
which
is
the
environment.
Great
Lakes
go
with
the
last
safe
environment.
D
Know
how
to
control
that
I
know
that's
not
built
into
the
model
yet
so
there's
a
lot
of
expenses
that
are
forthcoming
in
the
future
that
are
going
to
be
completely
outside
the
city's
hands.
You're
not
gonna,
be
able
to
control
many
of
those,
but
I
do
believe
that
are
some
that
you
can
take
a
look
at
here
and,
like
I,
said
sharpen
the
pencil
see
what
you
can
do
in
order
to
make
the
decision
of
what
were
the
rates
need
to
be.
Okay,.
D
G
F
Already
built
into
the
model,
but
what
it
comes
is
that
all
these
disposal
rates
are
based
upon
the
amount
of
water
consumption,
because
there's
there's
no
meter
specifically,
so
what
they
do
is
they
look?
We
look
at
the
amount
of
water
that's
purchase,
and
basically
the
south
end
of
your
heights
south
of
Dartmouth,
and
that
becomes
the
generator
of
the
revenue,
except
for
the
other
thing
is,
like
martin
pointed
out
that
there's
a
fixed
cost
and
a
variable
cost
the
same
way
with
all
these
other
systems
is.
F
The
plant
has
had
to
put
in
all
kinds
of
corrective
action
as
a
result
of
DEQ
Eagle
requirements.
So
there
is
a
fixed
cost
associated
with
that
system.
That's
going
to
be
in
there
for
years
to
come.
A
lot
of
it
is
a
self
f
funding.
If
you're
familiar
with
that.
So
far,
it's
a
state
means
of
financing
at
a
low
interest
rate,
but
those
bonds
have
to
be
paid
off
so,
but
what
we
did
is
with
the
Great
Lakes,
Water,
Authority
and
all
the
work
that
was
done
on
that
particular
thing.
F
The
rates
are
pretty
much
controllable
and
we
did
the
same
thing
with
doula,
so
those
rates
I
do
not
expect
any
significant
increase.
The
the
thing
that
came
out
of
the
blue
was
for
three
years.
We
received
no
great
increase
from
cities,
Detroit,
Wayne,
County,
well,
I
think
we
I
can't
say
about
Detroit,
but
Wayne
County
for
three
years
now,
all
of
a
sudden.
Now
the
county
is
looking
at
that
and
it's
been
told
that
they
got
to
clean
up
the
Rouge,
and
so
there's
major
projects
and
that's
what's
going
to
generate
this.
F
Twenty
eight
percent,
which
is
our
body,
is
sitting
together,
has
to
decide
between
that.
The
three
CSO
basins
in
the
strip
area
is
to
how
we're
going
to
manage
that.
We
do
have
some
money
from
the
over
going
on
one
of
the
previous
debt
issue
and
that
can
be
used
towards
the
debt
and
that
Martin
works
into
his
model.
But
there
still
is
considerable
amount
of
millions
of
dollars,
so
we
have
to
decide.
F
Are
we
going
to
put
it
through
the
water
rates,
because
these
are
me
and
they
or
are
we
gonna,
go
to
the
public
and
say?
Would
you
want
it
on
your
tax
bill,
maybe
to
be
deductible
for
you,
but
one
in
some
way
shape
or
fashion
the
bill
is
gonna
come
and
we're
not
gonna
be
able
to
say
no.
We
don't
want
to
pay
it.
That's
our
buying.
F
And
these
are
John
will
be
able
next
time
he's
here
or
Vaughn,
who
is
new
Dan
Brooks
I
have
gone
to
some
of
those
early
meetings
with
the
county
and
what?
What
really
caused
an
additional
problem
is
I'm
gonna
use
an
acronym,
and
maybe
all
of
you
won't
know,
but
there's
a
group
called
yucca
and
what
it
basically
is
is
that
Canton
Northville,
Plymouth,
Plymouth,
Township
I
think,
and
there
was
one
other
some
of
those
smaller
communities
decided.
F
They
did
not
want
to
be
in
the
Rouge
system,
so
they
transferred
and
we're
allowed
to
join
it's
the
Ypsilanti
something
on
the
yeah.
So
that's
the
yucca
group.
The
problem
with
that
is
the
original
cost.
When
I
went
to
the
first
meetings,
included,
Plymouth,
Canton
and
cans
a
big
place
and
these
other
communities.
Now
that
they've
said
no,
we
take
our
flow
to
the
west.
We
don't
want
to.
We
don't
feel
we
have
to
do
anything
in
regards
to
this
plan.
F
C
F
I'm
happy
to
get
the
answer.
Boy,
I
just
don't
know
all
right,
and
the
answer
may
not
be
there
yet,
because
the
there's
still
discussion
with
Wayne,
County
and
Eagle
as
to
whether
or
not
what
the
project
should
be
finalized,
because
the
first
cost
was
like
I'm
I'm,
pretty
close
90
million,
and
then
they
said
no,
you
need
to
build
basins,
retention
basins.
F
So
then
it
was
the
last
number
I
saw
it
was
127
million,
so
it
may
be
higher
I,
don't
think
it's
gonna
go
lower,
but
that's
a
lot
of
money,
but
that's
for
all
the
communities
that
would
be
all
the
communities,
but
over
30
years
I
mean
it's.
That
could
be
four
million
dollars
in
our
portion.
It's
all
based
upon
how
much
wastewater
you're
putting
in
the
system.
This
is
how
it's
gonna
be
figured.
How
do.
E
You
figure
wastewater,
it's
just
on
your
programs
on
how
much
you
use
how
much
water
you
use
correct
yeah.
So
the
more
people
that
you
have
is
obviously
gonna
generate
more
money
that
you
have
to
pay
out.
Yes,
so
the
larger
city
pays
more
money.
Yes,
just
to
me
is
not
fair.
Well,
I
mean
it's
fair,
I
shouldn't
say
it's
not
fair,
but
everybody
should
have
an
equal
amount.
H
We're
talking
about
the
tap
fees
when
we
had
when
I
go
to
strip.
Mall
is
built
and
there's
five
stars,
and
there
is
that
just
one
tab
fee
or
each
one's
paid
individually.
You
know
a.
F
Tap
fee
for
a
shopping
center
will
normally
be
two
of
the
shopping
center
and
then
prorated
to
the
tenants.
That's
all
most
of
them
work
in
a
newer
community
like
Kant,
where
you
get
a
brand
new
subdivision
and
you
get
like
200
new
homes.
It's
not
uncommon
for
these
communities
to
the
west
of
us
to
charge
five
seven
thousand
dollars
that
happens.
So
each
home
upon
construction
is
paying
seven
thousand
dollars
per
home.
That's
going
right
into
the
water
fund.
The
same
thing
was
done
in
Dearborn
Heights
in
the
early
60s,
when
we
first
formed.
F
In
fact,
I
was
told.
Water
rates
are
very
low
in
Dearborn
Heights,
simply
because
they
were
able
to
operate
the
entire
system
on
tap
and
fees.
But
then,
once
all
the
homes
and
the
businesses
were
pretty
much
built,
but
you
have
to
have
even
at
five,
we
don't
charge
that
amount,
I
think
we're
it
does.
It
mean
oh
I,
think
we're
at
like
two
grand
or
something
we're
we've.
Never,
we
kind
of,
because
we
don't
have
a
big
subdivision
convenient.
H
Yeah,
you
mentioned
you
know
putting
off
purchases
for
a
couple
years
that
just
avoiding
the
inevitable
anyway,
you
know
like
you
know,
but
you
know,
there's
I
know,
there's
things
that
we
have
no
control
over
I
like
to
see
what
you
know,
what
we
pay,
that
we
have
no
control
over
and
some
things
that
do
something
go
down.
Some
charges
to
the
city
I
mean
you
met.
You
said
that
some
things
go
up.
Some
go
down.
What
would
typically
like.
D
Good
I
mean
I
know
the
big
factor
that
has
gone
down
over
the
last
few
years.
You
were
able
to
pace
down
some
of
the
debt
that
was
outstanding
years
past.
So
some
of
the
principal
and
interest
has
decreased
over
the
years,
but
unfortunately,
most
expenses
for
the
city
have
increased,
primarily
the
ones
that
are
outside
of
your
control.
You
know
paying
to
the
city
of
Detroit
and
the
Great
Lakes
Water
Authority.
It's
not
like
a
lot
of
those
expenses.
You
get
the
bill
and
you
there's
a
little
argument.
You
can
have.
H
H
C
Go
ahead
then
again
I
hate
to
put
you
on
the
spot,
but
if
anybody
knows
of
a
way
to
bring
down
these
rates,
you
probably
do
haven't
been
here
for
four
nights,
how
many
years,
but
many
years,
obviously,
and
as
an
accountant
in
and
you
run.
Obviously
all
these
different
departments
there's
got
to
be
a
way
that
we
could
cut
these
rates
by
10%.
C
F
Now,
one
of
the
things
that
I
did
and
is
I
took
all
these
projects
and
I
mapped
them
out
as
to
the
start
for
engineering
and
construction,
and
then
the
mortgage
and
what
I
attempted
to
do
and
have
done
somewhat
successfully,
is
try
to
time
these
projects
so
that
some
debt
would
fall
off
before
new
debt
came
in.
Give
you
a
good
example.
Is
the
city
of
Inkster
10
years
ago
eliminated
all
their
combined
soars?
F
They
came
to
us
and
in
fact
Dearborn
was
doing
the
same
project
and
they
both
communities
came
to
me
and
they
said.
Would
you
like
to
join
us
and
do
the
project?
Well,
the
problem
is
there
was
these
other
bonds
and
that
would
have
really
increased,
so
I
told
them
no,
and
the
idea
was
that
I
still
don't
know
where
inks
are
got
other
money.
F
But
if
you
recall
about
four
years
ago,
their
water
rates
like
tripled
or
quadrupled,
that's
why
it
happened
and
I
said
no
we're
not
going
to
do
it
because
it
would
have
had
the
significant
effect.
So
the
big
thing
that
I've
tried
to
do
because
the
80%
number
that's
the
one
I've
been
keying
in
on,
because
that's
that's
the
that's
the
huge
elephant
that
you
got
to
control.
So
we
tried
to
hold
some
of
these
projects
off.
So
what
we
did
is
in
the
North
End.
F
We
went
ahead
with
Redford
Township
Redford,
Dearborn
Heights
went
with
Detroit
and-
and
we
still
you
see
bills
on
that
there's.
A
portion
of
construction
costs
were
paying
off
every
month,
but
here's
what
happened.
They
were
gonna
do
that
project.
It
was
going
to
be
multi
million
dollars
and
we
went
up
to
Lansing
and
Redford
Township
and
Dearborn
Heights,
because
the
state's
Detroit
said
well
we're
under
a
bankruptcy.
We
can't
do
it,
so
we
want
a
extension
under
a
state
law
that
allows
for
cities
that
are
in
dire
financial
constraint.
F
Redford,
Township
and
Dearborn
Heights,
not
argue
the
exact
issue,
but
we
did
anyway
and
we
want
the
staff
was
mad.
But
in
fact
aunt
Brooks
was
an
important
element
of
that
is
that
we
argued
that
we
needed
a
regional
solution,
not
just
one.
So
the
state
gave
us
additional
time,
so
we
held
that
project
off,
but
I
can't
hold
off
anymore
I've
held
off
for
ten
years,
the
three
projects
and
the
CSO's
in
the
strip
area.
F
We're
going
to
have
to
do
that,
but
that's
been
the
big
thing,
is
trying
to
hold
these
things
off
and
then
I
will
become
more
involved
with
the
Wayne
County
and
a
issue
with
Eagle
I've
already
talked
to
some
of
the
people
in
Livonia
who
have
been
the
strongest
people
and
trying
to
control
that
and
also
Wesleyan.
So
that's
where
I've
been
emphasizing
my
cost
or
my
time
in
my
effort,
because
those
are
the
big
ones.
In
my
estimation
now,
I'm
not
looking
at
the
smaller
stuff.
F
In
fact,
we've
met,
but
the
big
key
that
I
think
we
did
is
when
I
found
John
sell
me
to
be
the
director
John
was
up
in
Redford
and
John
is
looking
at
how
we
operate,
and
the
first
thing
I
told
him
was
I
said
there
is
no
sacred
cows.
If
you
can
find
a
more
efficient
way
and
a
better
way
to
operate,
do
it.
You
have
my
permission.
F
I
feel
very
comfortable
that
John
because
he's
coming
to
me
every
week
and
he
says
mayor
I'm,
doing
this
I'm
doing
that
he
said
he's
trying
to
find
it.
John
would
be
I
think
our
element
to
look
at
the
other
20%
and
see
where
we
can
save
and
he's
not.
He
couldn't
make
it
today,
but
that's
who
I
rely
on
that
and
then
I
do
my
lobbying
and
everything
else
with
the
bigger
projects.
But
while
I
delayed
these
now
for
over
ten
years,
I
don't
know
that
I
can
I
know.
I
can't
delete
a
see.
F
I
have
already
yes,
I
want
trying
to
make
the
efficiencies
as
soon
as
he
finds
it.
I'm
now
we're
not
waiting
for
the
study.
I
mean
every
single
day
and
John
finds
things.
The
one
really
positive
thing,
since
he
worked
for
a
long
time
in
Redford
and
worked
in
South
field,
is
that
he
has
the
benefit
in
the
same
way
that
an
auditor,
when
he
sees
different
accounting
system,
he
picks
up
almost
like
the
best
way
to
do
something
best
practices.
So
John
has
come
back
and
said:
hey
I
think
we
could
do
this
better.
F
D
Can
add
so
earlier
in
the
discussion
we
talked
about,
eighty
percent
of
your
expenses
roughly
is
fixed
or
fixed
if
you're
looking
at
twenty
million
dollar
budget
just
using
round
numbers.
So
eighty
percent
of
that
is
sixteen
million
dollars.
You
can't
really
change
the
other
four
million.
Technically
you
you
have
a
little
bit
more
say
to
it.
You
can
cut
some
expenses,
cap,
Ola,
etc,
you're
not
going
to
cut
them
to
zero.
D
Unfortunately,
if
you
did
a
10%
decrease
before
when
we
talked
about
it,
translates
to
about
three
million
dollars
a
year,
you're
not
going
to
be
able
to
cut
down
those
at
four
million
dollars
to
1
million,
but
you
can
cut
it
down
to
something
very
likely.
So
do
you?
Are
you
looking
at
10
percent
water
and
sewer
decrease?
Probably
not,
but
are
you
looking
at
necessarily
the
five
percent
increase?
Is
that
necessarily
needed
it's
hard
to
say
until
you
really
go
through
this
and
the
and
your
pencil
and
so
on?
D
The
city
has
not
had
a
water
sewer
rate
increase
the
last
year.
So
technically
this
model
from
last
year,
that's
showing
the
five
percent
increase
is
outdated
and
so
on.
However,
looking
through
this
again
kind
of
updating
it
for
the
next
five
years,
I
think
could
paint
the
picture
and
then
you
know
you
can
make
adjustments
to
the
reserves.
You
can
make
adjustment
to
certain
expenses.
Seeing
if
you
know
sub
positions
could
be
part-time
versus
full
time.
Maybe
delaying
some
of
the
like
I
said
the
repairs
things
like
that.
D
A
B
You
I
mean
really
just
just
summarize
from
everything.
That's
being
said:
I
think
you
just
did
it
by
the
way
the
action
steps
we
need
to
review
the
allocation
annually
of
the
salaries
is
something
we
can
do:
water
versus
DPW.
We
need
to
review
the
tap
fees.
I,
have
a
five-year
plan
to
review
debt
obligation,
update
the
study
and
review
it
review
expenses
and
review
the
model,
and
I
would
like
to
see
us
have
a
strategic
plan
for
capital
outlay
and
have
director
Selma
here,
because
he
sounds
like
a
key
player
in
this
absolutely.
A
A
A
E
We
done
this
five
years
ago,
what
John
Selmy
wanted
to
do
when
everybody
was
complaining
about
the
water
rates
and
money
being
spent
we'd
be
way
ahead
today,
but
nobody
listened.
Nobody
listened
to
the
people
paying
the
bills.
This
is
a
problem.
It's
a
problem
with
governments
I'm
not
just
saying
this
Dearborn
Heights,
it's
throughout
the
whole
country.
Nobody
listens
to
the
people,
paying
the
bills
that
just
might
my
take
on
it.
Okay,.