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From YouTube: City Council Workshop 11/18/2013
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https://amara.org/v/C0sxn/
C
C
So
we
have
two
parking
lots
on
east
grand
in
the
east
village.
First
one
is
at
the
corners
of
southeast
corner
of
east
grand
and
east
4th.
This
is
kind
of
kitty
corner
from
from
zombie
burger
and
it's
next
door
to
where
norton
hall
was
recently
relocated.
It's
28
000
square
feet
this.
This
lot
is
controlled
by
the
office
of.
C
C
C
C
The
new
concept
is
a
marriott
hotel
called
ac
hotels.
There
are
none
in
the
us
right
now.
There
are
a
few
under
consideration.
It's
a
brand
new
flag
from
from
europe
that
marriott
bought
a
few
years
ago
and
is
introducing
to
the
us
it's
it's
a
it's
a
boutique
hotel.
I
guess
is
what
you'd
call
it
a
little
higher
end:
smaller
unique
rooms,
unique
architecture,
not
the
kind
of
cookie
cutter
chain,
hotels
that
you
see
in
a
lot
of
other
brands.
C
C
Heart
of
america
would
like
to
do
a
rooftop
bar
and
underground
parking
for
the
bulk
of
the
parking
for
the
for
the
guests.
This
brings
up
real
quickly,
there's
another
east
village
hotel
proposal
that
the
office
of
economic
development
is
working
on.
It's
a
an
extended
stay
product
that
would
be
located
on
the
bud
mulcahy
lot
that
the
hanson
zone
hansen's
are
putting
together
a
master
development
of
that
lot.
That
would
include
housing
and
some
structured
parking.
Also
we're
not
quite
ready.
C
I'm
finished
with
the
negotiations
on
that
one
to
bring
forward
a
preliminary
term
of
agreement,
that'll
be
sometime
in
december,
but
I
wanted
to
put
it
on
your
radar.
As
we
start
talking
about
hotels,
we
and
the
developers
are
convinced
that
there's
plenty
of
room
in
the
market,
even
in
in
the
east
village
market,
for
these
two
hotels,
they're
two
different
price
points
in
two
different
markets,
the
the
the
lot
the
hotel
for
the
for
the
bubble.
C
Mulcahy
lot
is
an
extended
stay
brand,
so
a
little
more
amenities
in
the
room,
a
little
bit
lower
price
point,
probably
whereas
the
boutique
hotel
a
little
higher
price
point
and
and
smaller
kind
of
funkier
rooms.
I
guess
you
would
say
and
won't
have
all
those
amenities
in
the
rooms
that
you'd
expected
at
a
at
an
extended
stay,
so
they'll
be
hitting
two
different
parts
of
the
market
really
won't
be
competing
directly
with
each
other,
the
east
fifth
lot.
The
proposed
developer
is
christensen
development.
C
C
One
of
our
jobs
in
the
economic
development
office
is
to
create
a
parking
problem.
We
want
activity
residents,
businesses
downtown
and
that
that
creates
some
parking
issues.
Sometimes
we
don't
think
that
this
is
going
to
have
a
direct
impact
on
parking
in
this
little
sub-area
of
the
east
village,
because
there
is
enough
parking
available
in
the
area,
but
we
want
to
do
a
quick
study
of
what
it's
going
to
mean.
C
If
we
take
these
two
surface
parking
lots
out
of
out
of
commission
so
that
we
can
work
with
the
neighborhoods
and
the
businesses
to
to
to
come
up
with
a
parking
strategy
for
this
area,
you
know
something
as
simple
as
as
having
employees
park,
a
block
or
two
away
on
on
walnut
or
court,
where
there's
ample
parking
rather
than
everybody,
focusing
on
east
grand
and
east
locust.
So
I
think
we
can
do
it
with
signage.
C
So
we
think
with
a
better
strategy,
we
can
come
up
with
something
this
isn't
going
to
be
a
recommendation
where
we
build
a
big
parking
ramp
in
the
middle
of
the
east
village,
but
I
think
we
can
be
smarter
about
the
way
we
park
in
the
east
village.
So
that's
part
of
the
role
call
today
is
direct
to
direct
staff
to
work
on
those
parking
issues.
So
that's
all.
I
have
quick
and
easy.
A
C
I
don't
on,
I
don't
own
the
hotel,
but
I
think
you're,
probably
you're,
probably
in
the
I'd.
I
don't
I
mean
I'd
be
guessing,
but
I
that's
one
of
the
things
that
we're
going
to
go
sit
down
with
and
work
with
the
developers.
I
mean
on
a
hotel,
you're
easily
going
to
be
over
100
000
key
so
times
100,
so
you're
well
over
well,
north
of
10
million,
probably
north
of
15
million
okay
you're,
probably
about
the
same
range
on
the
on
jake's
mixed
use.
Project
too.
F
Good
morning,
mayor
members
of
council,
jason
van
nesson
with
the
city's
planning
staff
tonight
on
your
agenda,
you
have
two
items
related
to
walnut
streetscape
or
the
walnut
street.
You
have
the
approval
of
the
concept
plan
and
then
also
approval
of
a
contract
for
construction
services
for
a
phase
one.
So
this
morning,
what
we
wanted
to
do
is
just
go.
Give
you
a
brief
overview
presentation
of
the
plan
and
get
you
familiar
with
it.
F
F
Do
within
the
study
we
really,
there
was
a
lot
of
work
that
went
into
that
a
lot
of
meetings-
and
I
know
quite
a
few
of
you-
attended
those
meetings,
but
really
could
boil
it
down
to
kind
of
four
components:
first,
being
the
physical
conditions,
that's
really
kind
of
the
traditional
mean
potatoes
of
streetscape
design,
but
we
wanted
to
take
that
a
little
step.
Further
look
at
the
retail
market.
What
what
could
be
supported
for
the
area,
so
we
had
a
market
analysis
done.
How
do
we
program
the
street
how
to
make
it
active?
F
So
we
looked
at
street
programming.
How
do
you
design
to
encourage
those
types
of
things
from
sidewalk
cafes
to
vendors
on
the
street,
and
the
other
fourth
component
was
light
art?
How
do
we?
How
could
we
possibly
encourage
the
art
community
property
owners
to
see
walnut
street
as
a
potential
canvas
for
doing
something
different
in
des
moines
with
light
art?
Other
urban
media
aspects.
F
F
So
you
you
look
at
the
positive
information
we
had
from
the
market
analysis
the
building
stock,
it's
easy
to
look
and
see
how
retail
could
be
fit
back
into
these
spaces
that
were
designed
for
retail
and
still
have
some
retail
activity
in
them.
So
this
is
yonkers.
Building
moving
towards
the
east
hub
tower,
kaleidoscope,
mall
already
set
up
for
retail
the
other
thing.
Besides
more
traditional
retail,
we
think
of
the
storefront.
F
Let
us
quickly
walk
you
through
the
actual
design,
the
concepts
for
the
phase
one
area-
this
is
fifth,
the
sixth
street,
so
you
can
see
at
the
intersections.
We
have
larger
sidewalk
areas.
Kind
of
that
makes
a
that's
an
area
that
makes
sense
for
encouraging
the
sidewalk,
cafes
or
street
activity,
then
moving
towards
the
center
block.
We're
introducing
parking
right
now
walnut
street
doesn't
have
any
on-street
parking
on
it.
F
We
are
approaching
this
as
a
shared
public,
private
venture,
50
50
between
the
city
and
the
property
owners
and,
depending
on
our
success
on
on
that
fundraising
effort,
we
could
possibly
start
construction
in
2014.
I
want
to
emphasize
that
we
have
some
steps
to
take
on
there,
but
to
not
over
promise,
but
that
that
is
what
we're
shooting
for.
F
D
F
E
F
We
are
still
looking
at
how
to
incorporate
the
finer
details
we'll
be
doing
that
with
the
construction
documents.
The
I
we
don't
have
any
specific
things.
I
will
say
that
one,
a
couple
things
that
we're
doing
here
that
are
of
value
as
far
as
reusing
and
and
not
creating
waste
is
that
the
walnut
street
base.
That's
there
today
is
very
structurally
sound
and
it's
allowing
us
to
kind
of
build
off
the
top
of
that
and
not
tear
everything
out.
F
E
F
B
E
B
The
second
process
would
be
through
calling
a
special
election.
Those
are
actually
mutually
exclusive.
Council
is
not
able
to
do
both.
However,
it's
my
understanding
that
council
is
also
considering
submitting
to
the
voters
the
question
of
a
franchise
fee
referendum
whereby
there
would
be
a
temporary
increase
in
the
franchise
fee
to
pay
the
all
or
part
of
the
cragness
versus
city
of
des
moines
judgment,
and
the
voters
would
have
an
opportunity
to
decide
whether
to
do
that
or
do
it
through
property
tax
increases
or
dramatic
reductions
to
city
services.
B
At
the
same
time,
the
franchise
fee
referendum
would
be
submitted
to
the
voters.
The
other
interesting
thing
to
keep
in
mind
here
is
that,
if
council
appoints,
there
is
also
a
process
or
mechanism
by
which
the
va
the
the
residents
of
the
of
the
vacant
ward
can
file
a
petition
and
call
for
a
special
election.
B
It's
our
belief
and
understanding
that
the
franchise
fee
referendum
would
be
able
to
be
held
concurrently,
either
way
with
that
I've
got
a
very
brief
handout
for
you,
council
has
to
appoint
within
40
days
of
the
vacancy
being
declared,
and
so
to
do
that.
If
you
look
at
the
the
brief
handout
there's
a
number
of
items
that
need
to
happen
in
relatively
short
order.
B
First,
then,
this
evening,
council
would
need
to
direct
staff
to
publish
the
notice
of
its
intent
to
appoint
someone
to
fill
this
vacancy
that
would
need
to
take
place
this
evening.
Also,
council
needs
to
set
the
date
of
hearing
for
the
ordinance
that
would
increase
the
franchise
fee
and
provide
for
the
franchise
fee
referendum.
That's
required
by
the
statute.
B
That
would
both
of
those
would
need
to
be
done
this
evening
on
or
about
december
4th.
The
notice
would
be
published
in
the
paper
for
both
of
those
processes.
On
the
ninth,
for
example,
at
a
special
early
meeting
council
would
be
able
to
select
someone
to
fill
the
award
for
position
and
then
on.
The
ninth
at
the
regular
meeting
council
could
pass
the
franchise
fee
referendum
ordinance.
That
would
require
a
waiver
of
readings.
B
Council
would
also
direct
that
notice
be
given
to
the
auditor
the
following
day
for
both
of
the
elections,
the
franchisee
referendum
election
and
then
the
ward
4
vacancy
election
that
would
fill
for
the
balance
of
the
term
absent
in
an
intervening
election.
The
person
that
would
be
appointed
by
council
would
would
sit
until
november
of
of
2015.
That's
the
next
pending
city
election
on
march
4th.
Then
that
would
be
the
date
to
have
both
the
franchise
fee
referendum
and
the
ward
4
vacancy
election
considered
by
the
voters.
B
I
know
that
I
believe
the
city
clerk
is
already
receiving
applications
based
on
your
conversations
at
the
last
council
meeting,
the
at-large
council
persons
and
the
mayor
will
pair
those
applications
down
to
provide
you
all
with
a
list
of
applicants
to
consider
and
potentially
interview
as
you
go
forward,
but
that's
really
what
you
need
to
discuss
this
morning.
This
is
just
the
statutory
framework
that
you
have
to
work
within
in
deciding
what
you
want
to
do.
B
That
that
that's
a
very
good
question,
yes,
it
would
be
a
possibility,
it's
our
position
and,
after
speaking
with
the
county,
auditor
and
council
for
the
county
auditor,
the
statute
requires
that
a
petition
called
by
the
voters
by
filing
a
petition
be
held
at
the
earliest
practicable
date,
not
the
earliest
possible
date.
Okay
and
our
take
on
that
would
be
if
there's
already
a
referendum,
that's
scheduled,
it's
very
close
to
the
90
days.
B
G
G
My
intention
tonight,
in
moving
to
appoint
somebody
to
give
notice
that
we're
going
to
appoint,
is
not
at
all
to
take
away
the
voice
of
the
people
in
the
fourth
ward,
I
want
to
have
an
election
out
there
there's
a
couple
years
left
in
that
term
and
so
jeff.
I
appreciate
you
laying
out
how
the
law
essentially
allows
us
to
you
use
the
process
to
do
both,
so
we
can
get
an
interim
between
now
and
march
and
then
so.
G
G
E
A
E
I
Such
ideas
is
reorganizing,
the
need
to
look
at
privatizing
where
available,
and
then
I'm
not
going
to
go
through
each
of
these,
but
essentially
we've
we've
had
about
28
million
dollars
of
cuts,
those
are
annual
cuts
to
operations
and
over
300
positions
that
have
have
been
removed.
Over
the
last
seven
years
we
still
have
a
tax
rate
that
is
lower
than
what
it
was
in
fiscal
year.
0405.
I
And
then
also
before
I
dive
into
the
numbers,
it's
also
important
to
remember
that
it's
not
just
about
the
numbers,
and
it's
not
just
about
the
budget.
We
are
here
as
a
city
government
to
provide
services
to
the
citizens,
and
we've
continued
to
do
that.
With
your
guidance,
the
staff
have
continued
to
do
more
with
less,
where
available
and
to
be
more
innovative
and
how
they
deliver
services,
and
in
doing
so,
we've
actually
accomplished.
I
I
So
what
are
the
guiding
principles?
These
should
be
familiar
to
you,
as
this
will
be
the
the
third
time
that
we've
done
a
two-year
budget,
resolve
we're
looking
to
minimize
the
service
impact
to
the
citizens
and
be
able
to
fully
explain
what
those
impacts
may
be,
we're
looking
for
sustainable
actions
or
that
we
are
not
looking
for
one-time
fixes
or
use
of
one-time
revenues,
so
by
rule
of
thumb.
We're
looking
for
sustainability
at
least
out
three
years
into
the
operating
future.
I
We're
attempting
to
maintain
frontline
employees
wherever
possible.
We're
looking
at
using
conservative
financial
projections
we
want
to
have.
This
is
clear
of
a
crystal
ball
as
possible
when
we
do
that,
we're
always
seeking
out
collaborations
with
others
we're
managing
to
the
total
budget,
and
that
means
both
operating
and
capital
now
and
so,
hopefully,
over
time,
you've
seen
with
the
presentations
on
the
budget
that
we're
managing
to
the
total
tax
rate
as
well.
I
I
I
It's
also
important
to
understand
that
when
I
talk
about
a
budget
gap,
it
is
a
projection
for
future
fiscal
years.
I
am
not
talking
about
the
current
year,
we're
doing
fine
in
the
current
year's
budget,
and
so
when
you
look
to
the
future,
the
analysis
is
that
you
start
with
the
status
quo,
assumption
that
what
if
we
were
to
have
the
same
revenue
streams
with
the
same
tax
rates
and
have
the
same
expenses?
I
So
looking
at
15
and
16
budgetary
factors,
what
what
does
the
crystal
ball
show
us
at
this
point
in
time
the
the
general
fund
revenues
are
expected
to
increase
in
fiscal
year
15
by
just
under
one
percent
and
right
at
one
percent
for
16.
the
expenditures
we're
looking
at
closer
to
three
percent
annually.
I
So
without
a
drum
roll,
I
guess
the
answer
to
the
question
is
what
how
much
is
the
gap
we're
looking
at
a
two-year
operating
gap
of
6.4
million
dollars
that
can
be
broken
down
further
into
the
two
years,
such
that
it's
about
2.7
the
first
year
and
3.7
the
second?
So
it
compounds
obviously
such
that
it
would
be
6.4
in
the
second
year.
I
The
property
tax
has
actually
improved
from
what
I
had
anticipated
due
to
the
residential
rollback
going
up
slightly
higher
than
I
had
anticipated.
I
knew
it
was
gonna
go
up.
It
went
up
four
tenths
of
one
percent
higher
than
I
expected
in
the
scheme
of
things.
It's
a
couple
hundred
to
three
hundred
thousand
dollars
towards
our
operating
fund,
but
it's
nonetheless
is
an
improvement.
I
The
hotel,
motel
taxes
have
also
improved,
which
is,
which
is
a
very
good
thing.
Considering
we
also
have
some
construction
that's
being
completed
so
hopefully
that
that
future
continues
to
look
bright
for
hotel,
motel
revenue
on
the
expenditure
side,
our
pension
costs.
I
had
anticipated
to
go
up
and
fairly
significantly
with
both
the
police
and
fire
pension.
There's
two
pension
systems
that
our
employees
are
enrolled
in
the
police
and
fire
will
go
up,
but
not
as
high
as
I
had
anticipated
it's
at
30.1
today.
I
I
I
Another
change
of
60
to
seventy
thousand
dollars,
not
not
huge
amounts
by
any
man,
but
nonetheless
another
improvement,
health
care
charges.
I'm
gonna
have
another
slide
here
that
follows
that
I'm
gonna
explain
further
on
that.
Another
improvement
that
we've
seen
coming
down
the
pipe
for
a
few
just
a
few
months
now
and
then.
I
But
what
we
have
is
a
situation
where
we
have
moved
from
self-funded
and
we
have
been
able
to
in
the
first
two
years
of
that
program.
Fiscal
year,
12
and
13
build
up
the
necessary
reserves
to
pay
for
any
remaining
claims
that
are
in
process
and
statutory
requirement
for
how
much
reserves
we
have
to
very
minimal
amount
have
to
have
set
aside.
I
I
And
so
that's
it's.
A
great
news
thing.
Moving
to
self-funded
has
saved
the
city,
an
incredible
amount
of
money
and
we
can
have
additional
presentations
if,
if
needed
on
that
topic,
but
the
key
here
is
that
we
would
anticipate
that
that
balance
will
will
grow
to
about
7
million
and
we
have
an
opportunity
to
spend
some
of
that
down.
I
You'll
notice.
In
that
first
column
we
have
not
had
increases
to
the
health
care
charges
to
the
employees
and
to
the
departments
the
last
couple
years.
So
the
thought
was
when
we
started
the
program
as
self-funded
that
we
would
keep
it
at
zero
percent
change
for
as
long
as
possible
and
build
up
the
balances
with
a
target
of
about
20
to
25
percent
in
the
in
the
far
right
column.
I
So
you
have
the
flexibility
to
withstand
a
large
increase
in
cost
to
health
care,
because
the
city
is
on
the
hook
for
any
claims,
and
the
last
thing
we
want
to
do
is
have
to
dip
into
the
general
fund
mid-year
for
health
claims.
So
you
want
to
keep
a
a
solid
20
to
25
balance
of
unreserved
in
your
health
account,
for
those
potential
increases
the
first
two
years.
I
I
E
I
I
More
detail
on
for
those
that,
like
the
the
tabular
data
on
the
comparison
from
adopted,
current
14,
moving
to
the
right
projected
15
and
16.,
I'm
showing
you
a
little
more
detail
on.
What's
going
on
with
the
property
taxes,
the
road
use,
taxes,
the
franchise
fees
and
then
also
the
other,
there's
not
a
lot.
To
be
honest,
when
you
look
at
the
percent
changes,
there's
not
a
lot
of
volatility.
There,
a
lot
of
low
percentages
and
unfortunately,
as
I've
already
mentioned,
the
revenue
growth
is
is
less
than
the
expenditure
growth
but
you're.
I
Looking
at
one
percent,
essentially
annual
growth
on
the
revenues
and
three
percent
annual
growth
on
expenditures
and
that
two
percent
gap,
if
you
will
is
what's
causing
the
problem,
that's
the
2.7
million
that
you
see
in
15
and
the
compounded
amount
to
6.4
million
in
the
second
year
of
this
budget.
So
just
another
way
of
looking
at
at
these
same
numbers,
essentially.
H
Thank
you,
scott.
As
scott
went
through
the
presentation,
there
were
a
number
of
very
specific
points
that
I'm
going
to
capture
here,
but
I
wanted
in
just
the
last
slide
or
two
to
summarize
for
you
what
some
of
the
key
budgetary
objectives
are
as
we,
it
was,
as
we
start
putting
together
the
two-year
budget
plan.
So
the
key
things
are
we're
still
working
on
a
two-year
budget
plan,
you're
going
to
have
implementing
actions
in
both
15
and
16..
We
can't
cram
them
all
into
the
first
year.
H
In
this
particular
instance,
in
terms
of
fy
15,
there
are
several
very
specific
budget
goals
that
are
going
to
frame
how
we
put
together
the
budget
they
are
listed
here.
The
first
is
minimize
service
level
impacts.
We
think
we
can
put
together
a
budget
for
15
that
doesn't
adversely
impact
service
levels
in
the
organization.
There
might
be
some
minor
changes
here
and
there,
but
we
think,
generally
speaking,
we
won't
have
to
make
any
major
reductions
in
services.
H
Second,
p
key
point:
no
layoffs,
we're
going
to
try
to
maintain
a
no
layoff
policy
for
fy
15.
There
may
be
some
vacant
positions
that
are
eliminated,
but,
generally
speaking,
no
layoffs
would
occur.
Scott
mentioned
maintain
police
and
fire
sworn
officer
strength.
Unless
there's
some
kind
of
specific
funding,
that's
reduced
or
eliminated.
You
think
of
grant
funding
as
an
example
in
that
category
continue
use
of
position,
review
team
to
identify
savings
or
efficiency.
H
Okay,
continuing
we
are
going
to
look
at
at
all
of
our
non-property
tax
revenues,
including
gaming
dollars,
hotel
motel,
ate
or
red
light
camera
revenues.
All
those
revenue
streams
are
key
to
us
and,
to
the
extent
we
can
maximize
the
use
of
those
in
future
budgets.
We
had
to
try
to
do
that
review
all
fees
and
charges
to
determine
if
adjustments
are
justified,
you've
made
adjustments
over
the
years
and
are
fees
and
charges.
We
are
restricted
by
law.
H
We
can't
charge
fees
that
are
more
than
our
cost
to
deliver
that
service,
but
we
can
charge
that
much
and
so
to
the
extent
we
are
providing
services
and
we're
not
charging
our
cost
in
those
services.
That
represents
an
opportunity
for
us
to
increase
those
fees,
utilize
the
2.5
increase
in
the
franchise
fee.
H
H
Okay,
so
looking
at
fy
16
for
a
second
essentially,
the
same
kind
of
goals
would
prevail
here
for
16
as
we
had
in
15,
but
in
addition
to
those,
our
plan
would
be
to
continue
to
look
at
reorganization
opportunities
within
the
city,
ways
to
cut
expenses
going
forward
and-
and
we
would
also
be
looking
at-
not
increasing
revenues.
Generally
speaking,
a
tax
rate
increase
would
be
the
last
resort,
but
we'd
have
to
continue
to
look
at
ways
to
reduce
our
costs.
H
To
avoid
that
eventuality,
and
the
last
thing
I
would
say
about
the
fy
16
goal-
that's
particularly
important
is
that
we
want
to
start
looking
more
diligently
at
alternative
revenue
streams,
possibly
working
with
the
legislature,
to
identify
different
ways
that
we
can
raise.
Revenues
as
time
goes
on
as
the
effect
of
the
law
change
that
was
passed
last
year
begins
to
sink
in
and
those
reductions,
those
rollbacks
and
commercial
valuations
increase.
H
H
We
had
to
look
very
hard
at
trying
to
find
ways
to
diversify,
diversify
our
revenues,
working
with
the
legislature
last
point
to
make
town
hall
meeting
for
the
fy
15
budget
would
be
in
january
of
14..
So
once
we
get
through
the
initial
analysis-
and
we
have
something
to
talk
about,
we
would
be
talking
of
some
sort
of
a
town
hall
meeting
process
in
january
of
2014..
A
H
H
D
H
Mr
moore,
we
can
sure
do
that.
I
I
would
suggest
that
we
can
come
back,
maybe
at
the
next
workshop
on
the
budget
and
give
you
a
specific
date
for
that,
once
we
have
the
date
and
you're
comfortable
with
that
and
the
mechanism
for
it.
We
ought
to
go
about
a
way
to
make
sure
that
people
are
aware
of
what
that
meeting
date
is
and
neighborhood
notification.
G
When,
when
you're
setting
that
date,
internally
make
sure
that
you
have
the
team
that
interacts
with
our
neighborhood
associations
and
and
and
those
to
make
sure
we're
not
putting
it
on
a
date
where
there's
a
lot
of
conflicts,
we'll
do
unless
we
think
that
neighborhood
associations
would
want
to
come
together
for
a
you
know.
I
know
what,
in
my
area,
that
big
media
quarterly
meetings
tend
to
be
the
same
day.
E
Rick
one
of
the
other
things
that
it
to
back
to
skip's
idea.
Obviously
we
need
to
let
neighborhoods
know
we
need
to
give
them
some
preliminary
information,
so
they've
got
something
to
to
work
with,
because
without
any
information,
their
discussion
might
not
be
specific
to
the
point
of
of
what
we're
talking
about
here.
E
So
I
think
that
that
we
have
to
be
very
focused
on
what
those
alternative
revenue
sources
might
be
and
how
they
might
be
presented
in
a
way
that
lets
the
taxpayer
know
we're
working
in
in
their
best
benefit.
I
think
that
that
all
the
efforts
that
we
have
through
our
legislative
committee,
with
this
council
and
and
matt
black
and
and
everything
else
that
we
have
done
it
just
has
I
hate
to
say,
fallen
on
deaf
ears.
H
Mayor
your
comments
are
right
on
and
I
would.
I
would
suggest
that
the
notion
of
coalition
building
is
really
critical
to
success
here.
So
it's
it's
one
thing:
if
it's
the
city
of
des
moines
asking
for
something
it's
another,
if
you
can
put
together
a
strong
coalition
of
different
cities
or
interest
groups,
that
say
we
need
to
do
this.
H
I
mean
I
look
at
our
labor
unions
as
an
example
that
they
they
stand
to
be
impacted
by
these
discussions
around
revenues
as
much
as
anybody
does,
but
but
our
neighborhood
associations,
other
cities,
other
cities
across
the
state,
other
cities
in
our
metro
area.
You
know,
frankly,
there
is
a
lot
of
commonality
in
terms
of
interests
here,
which
I
think
is
your
point,
but
putting
together
that
coalition
in
a
way
that
can
present
a
unified
front
in
the
legislature
is
going
to
be
key
to
success
here.
H
E
J
J
As
you
know,
from
the
past
we
begin
when
snow
begins
accumulating
on
the
streets.
We
go
out
and
clear
the
arterial
streets
and
keep
them
open
throughout
the
storm.
This
is
to
assist
the
emergency
vehicles
to
get
to
our
residents
and
to
promote
commerce.
So
people
can
continue
to
drive
on
the
streets
when
we
complete
our
snow
routes,
we
move
into
the
residential
districts
and
we
clear
those
curb
to
curb
in
the
past.
This
is
taken
30
to
36
hours.
After
the
time
the
snow
stopped
to
get
the
final
streets
cleared.
J
Every
year
we
try
and
improve
our
program
a
little
bit.
In
the
past,
we
developed
the
unified
snow
control
plan
that
was
initiated
by
the
city
manager.
We
now
anti-ice
all
of
our
snow
routes
and
some
of
our
residential
streets.
This
helps
to
reduce
the
amount
of
snow
that
we
or
the
amount
of
salt
that
we
use.
J
J
To
bring
the
benefit
of
these
improvements
to
more
residents,
we
need
to
be
on
the
residential
streets
sooner
being
on
these
streets.
Sooner
also
has
the
added
benefit
of
protecting
our
infrastructure.
If
we
can
get
that
snow
buildup
off
the
street
surface
sooner,
we
remove
this,
the
water
that
is
involved
in
the
freestyle
cycle
that
helps
to
develop
the
potholes
in
the
past.
What
we
did
was
as
soon
as
the
snow
began
accumulating
on
the
streets.
J
We
had
all
of
our
equipment
on
the
routes
and
we
went
over
those
continually
to
keep
them
open
and
reduce
the
snowpack
on
the
routes
and
once
the
snow
ended,
we
made
our
final
pass.
Then,
when
we
had
the
routes
completely
cleared,
we
redeployed
all
of
our
equipment
onto
the
residential
streets,
and
then,
when
those
were
cleared,
we
moved
on
to
the
municipal,
lots
and
trails.
J
J
This
resulted
in
some
amazing
results.
We
were
able
to
make
more
efficient
use
of
our
smaller
equipment.
We
kept
the
streets
open
during
the
storm,
we
reduced
the
bonded
snow
and
we
had
an
average
savings
of
about
thirty
thousand
dollars
per
snowfall,
based
on
our
cost
savings.
Due
to
the
shorter
time
to
remove
snow
this
year,
we
would
like
to
try
and
get
into
all
40
districts.
We
believe
we
found
all
of
the
resources
necessary
to
make
that
happen.
J
By
a
special
agreement
with
the
cpec
bargaining
unit,
we've
arranged
to
have
up
to
20
seasonal
employees,
they'll
be
employed
on
an
as
needed
basis.
The
estimated
seasonal
cost
of
this
program
will
be
thirty
thousand
dollars.
This
is
more
than
saved
by
our
seasonal
cost
savings
due
to
getting
this
getting
the
job
done
faster.
J
So,
in
summary,
we
want
to
try
and
preserve
our
infrastructure,
reduce
our
final
plow
out
time
to
24
hours,
reduce
our
overall
snow
removal
costs
and
further
improve
citizen
satisfaction,
we'll
track
our
completion
times,
the
patching
material
we
use,
we'll
calculate
personal
equipment
and
material
costs
and
analyze.
The
citizen
satisfaction
survey,
results.
J
J
G
G
E
K
Thank
you
good
morning,
I'm
jim
ferguson,
I'm
with
resource
development
consultants,
my
business
partner,
matt
mccoy,
is
here.
We
appreciate
the
opportunity
to
brief.
You
update
you
on
our
work
with
the
human
rights
commission.
Our
charge
from
the
city
has
been
to
develop
a
five-year
comprehensive
strategic
plan
with
measurable
outcomes.
K
K
In
addition,
we
have
meetings
scheduled
between
these
sessions
during
the
month
of
october,
rdc
was
involved
in
23
meetings
pertaining
to
this
project.
We've
gave
the
commissioners
a
self-assessment
survey.
This
is
a
recognized
survey
from
the
waterman
a
center
at
the
university
of
iowa.
We'll
use
this
as
baseline
data
as
part
of
the
assessment
process.
We
have
interviewed
all
of
the
commissioners
with
the
exception
of
the
one
that
just
came
on
board
at
the
last
meeting.
We
have
also
interviewed
personnel
I've
connected
with
the
city.
K
We
have
an
interview
on
thursday,
with
legal
we've
interviewed
all
of
the
members
of
the
commission
staff
we've
gone
outside
the
city.
We've
talked
with
the
human
rights
commission
in
west
des
moines.
As
you
know,
if
our
city
has
a
population
of
29
000
or
more,
they
have
to
establish
a
human
rights.
Commission
devoin
does
not
handle
investigations,
they
concentrate
on
education
and
outreach.
They
have
a
very
small
budget.
K
We
also
talked
for
some
time
with
beth
townsend,
who
is
the
director
of
the
iowa
civil
rights
commission.
We
will
have
another
visit
with
her.
We
checked
other
cities
for
best
practices.
We
attended
numerous
conferences
pertaining
to
this
topic
in
terms
of
what
we
learned
from
city
officials
there's
some
very
strong
patterns
that
emerge.
One
is
follow
code
62..
K
As
you
know,
code
62
is
the
ordinance
that
provides
for
the
establishment
of
the
human
rights
commission.
It
says
what
is
specifically
supposed
to
do
and
what
the
director
is
supposed
to
do.
They
I
want
to
some
people
want
to
keep
the
investigative
role
in
des
moines.
Others
feel
that
has
already
been
transferred
to
the
state
and
should
be
and
should
be
transferred
to
the
state.
K
City
officials
want
to
report
in
terms
of
what
the
staff
does
and
they
want
the
rdc
to
come
up
with
a
recommendation
in
terms
of
the
organizational
structure
and
the
organizational
structure
is
a
basic
review
of
how
it
operates,
what
it
does,
what
each
of
the
members
does
and
a
recommendation
for
any
changes
that
we
may
have
the
commissioners.
Interestingly
enough,
echoed
much
of
what
the
city
officials
said.
Those
first
six
arrows
are
exactly
the
same
of
what
the
city
officials
said.
K
In
addition,
the
commissioners
would
like
to
have
an
eeoc
contract
signed
with
the
state.
Commissioners
are
interested
in
knowing
what
the
staff
does,
what
they,
what
they
do
in
terms
of
the
outcomes
and
they
want
all
aspects
of
the
staff
expanded
they
raise.
The
question
is
money
better
spent
on
education
and
awareness.
K
K
The
staff
also
feels
that
the
council
needs
to
know
what
they
do.
They
would
like
to
have
funding
expanded
for
for
additional
staff
and
secretarial
support
the
average
time
in
2012
to
close
a
case.
An
investigation
case
was
a
little
over
nine
months.
It's
about
the
same
as
what
it
takes
for
state
investigators
to
do
in
2011.
K
A
K
K
A
K
K
K
The
human
rights
commission
adopted
a
belief
statement,
and
this
value
statement
is,
you
know,
goes
to
the
core
beliefs
of
the
commission.
It
becomes
the
guideline
in
terms
of
how
they
make
their
decisions.
If
we
believe
this,
then
we
need
to
be
doing
that.
They
also
adopted
a
mission
statement
and
the
mission
statement,
as
you
know,
defines
what
the
organization
does
it's,
why
they
exist,
it's
their
justification.
K
The
first
part
of
this
mission
statement
indicates
what
they
do.
Then
they
define
who
they
do
it
for,
and
that's
all
the
people,
and
where
are
those
people
the
people
are
in
des
moines
and
how?
How
do
they
do?
It
is
the
last
part
of
that
mission
statement.
It's
an
excellent
mission
statement
of
27
words.
K
The
commission
also
adopted
a
vision
statement
and
the
vision
statement
is
where
they
are
going
to
be
five
years
from
now,
and
it's
like,
if
you
were
in
a
time
capsule
five
years
from
now,
and
somebody
asked
you
to
define
what
the
des
moines
human
rights
commission
is
like.
This
would
be
the
definition
it
provides
guidelines
for
establishing
goals.
K
We
updated
the
three
job
descriptions
of
staff.
Members
spent
a
tremendous
amount
of
time
on
that
the
commissioners
found
it
to
be
a
very
enlightening
process.
When
that
comes
back
to
you,
you'll
see
that
they
have
been
changed
significantly.
We
are
going
to
begin
the
process
of
reviewing
code
62
and
the
policies
and
practices
there.
Any
questions.
D
On
your
presentation,
you
indicated
in
2012,
there
were
from
the
residents
of
des
moines
343
complaints
filed
with
the
state,
and
then
you
showed
that
there
were
474
complaints
filed
from
polk
county
those
ones
filed
from
polk
county.
Did
they
include
the
343
from
des
moines,
or
are
they
in
addition
to?
They
include
include?
Thank
you.
A
C
K
K
I
may
not
be
the
right
person
to
answer
that.
I
can't
answer
the
question:
if
we've
never
had
an
eeoc
contract,
I
think
we
have
in
the
past
my
understanding
that
there's
a
feeling
that
it's
very
complicated
process
and
our
other
understanding
is
it's
a
three-page
document
to
be
signed,
but
I'm
okay,
probably
not.
G
A
G
When,
when
when
it
comes
back
in
january,
do
you
will
there
be
a?
Maybe
this
is
a
request?
Okay,
but
is
the?
Are
you
going
to
be
able
to
outline
specific
kind
of
first
tasks,
tasks
that
the
commission
might
make
tasks
that
the
staff
might
make
staff
that
the
council
might
make?
You
know
your
your
point
earlier
about?