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From YouTube: Finance & Budget Committee 2-8-2022
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B
Okay,
we
have
a
quorum,
and
next
is
public
comment,
jessica
or
hertes.
Do
we
have
anyone
signed
up
for
public
comment?
No.
A
C
Yes,
thank
you,
trisha
conley,
second
ward.
C
I
am
interested
in
what
this
group
can
do
in
regards
to
looking
at
the
forecast
of
the
next
five
years
in
the
budget
based
on
the
capital
improvements
and
really
take
a
fine-tooth
comb
and
a
focus
on
the
amount
of
bonding
that,
I
guess,
is
so
typical
for
us
here
in
evanston,
but
I
would
love
us
to
see
about
doing
something
a
bit
differently
and
planning
a
bit
differently
so
that
we
don't
continue
to
have
such
a
hardship
on
our
community
with
bonding
out
and
what
we're
paying
out
to
do
some
of
these
projects
and
really
consider
how
many
of
these
projects
have
to
happen
in
a
year.
B
Thank
you.
Okay,
that's
that's
a
very
good
question
and
I
think
that's
what
this
committee
one
of
the
critical
issues
this
committee
needs
to
look
at,
so
our
if
no
one
else
is
here
for
public
comment.
The
next
item
is
approval
of
the
minutes.
Would
someone
like
to
make
a
motion
regarding
the
minutes
of.
B
Thank
you
hitachi.
Could
you
call
the
role.
A
B
All
right,
the
minutes
are
approved,
so
we're
going
to
move
on
to
our
first
item
of
discussion
or
our
main
topic
of
discussion
tonight,
which
is
the
city
of
evanston's
capital
improvement
plan,
including
funding,
and
to
lead
us
through
this
discussion
tonight
we
have
laura
biggs,
whose
current
title
is
laura.
What
is
your
current
title.
B
Okay
right
so
laura
the
floor
is
yours.
G
Thank
you
as
council
member
wayne
indicated
I'm
the
city
engineer,
I
oversee
the
capital
improvement
program
and
I'm
looking
thank
you
committee
for
having
me
here
to
talk
about
the
program.
Let
me
just
share
my
screen.
I
have
a
powerpoint
prepared.
G
Okay,
so
some
of
this
is
a
little
repetitive
with
the
budget
presentation
and
then
some
of
that
we
did
in
october
and
then
some
of
it
diverges
into
some
new
material.
So
the
first
question
that
often
comes
up
is:
how
do
we
develop
the
capital
improvement
program?
So
our
project
ideas
come
from
many
places.
G
Then
we
also
use
adopted
plans
that
have
been
approved
by
the
city
council,
so
we
are
very
slowly
modernizing
our
streetlight
system
in
compliance
with
the
streetlight
master
plan
adopted
by
the
city
council
in
2019.
So
we
do
look
at
those
plans
to
come
up
with
certain
types
of
projects:
council,
member
and
community
member
suggestions.
The
new
skate
park
is
an
ex
an
example
of
this,
where
a
couple
of
council
members
really
pushed
for
this
and
largely
as
a
result
of
community
members
requesting
that
we
have
a
skate
park
facility.
G
Legal
requirements
are
another
area.
The
ada
transition
plan
update,
that's
going
on
currently
is
a
legal
requirement
for
the
city
led
surface
line.
Replacement
is
another
type
of
legal
requirement
where
we
implement
stuff
in
the
capital
improvement
program
and
then
311
issues
that
are
raised
and
sidewalk
repairs
is
an
example
of
those
are
comp
up
until
now
have
been
completed,
largely
based
on
complaints
lodged
through
the
3-1-1
system.
G
H
G
Your
next
slide,
so
we
have
it's
hard
to
believe,
but
we
begin
working
on
developing
the
next
year's
cip
by
may
so
we're
already
holding
internal
meetings,
particularly
on
street
resurfacing
in
water
main,
where
we
have
to
do
a
lot
of
forward
thinking
design
work
in
order
to
have
that
project
ready
the
following
year.
G
We
do
then
develop
a
list
of
potential
projects
which
is
internally
reviewed,
reviewed
with
city
management.
In
august
and
september.
The
pro
budget
is
posted
in
october,
which
allows
the
capital
improvement
program
to
be
publicly
reviewed,
and,
in
october
november,
we're
typically
receiving
comments
from
the
city
council.
Once
this
the
budget
is
adopted.
We
take
that
and
we
incorporate
those
changes
into
the
next
year's
work
plan
and
begin
work
for
the
following
year.
G
Whoops
wrong:
oh
yeah,
that's
the
right
slide!
Okay,
sorry!
So,
in
order
to
make
our
capital
improvement
program
easier
to
monitor,
then
we
actually
divide
it
into
categories
and
it
used
to
be
published
in
the
budget.
This
way,
it's
a
little
bit
different
with
clerical,
but
the
staff
is
still
using
these
categories.
G
Typically,
our
capital
improvement
program
is
around
50
million
dollars
a
year,
we're
at
64
million
dollars
for
2022,
but
we
have
two
large
projects
that
are
inflating
it.
This
year
the
30-inch
transmission
main
project
is
going
to
be
around
12
million
dollars
by
itself,
and
the
water
plant
intake,
which
is
approximately
a
40
million
dollar
project,
has
8
million
dollars,
budgeted
in
2022.
G
This
slide
talks
about
what
our
different
funding
sources
are.
The
capital
improvement
program
uses
a
lot
of
different
funding
sources
and
almost
all
of
the
funding
sources
have
some
very
specific
limitations
about
the
type
of
project
that
it
goes
to
or
the
geographic
boundary
of
where
it's
located
so
enterprise
funds,
which
includes
the
water
fund,
the
sewer
fund
and
parking
fund.
They
can
only
be
spent
on
assets
related
specifically
to
that
fund
and
similarly,
when
we
get
loans
from
the
illinois
environmental
protection
agency,
those
are
funneled
through
the
water
and
sewer
funds.
G
So
again
only
on
water
and
sewer
assets.
The
motor
fuel
tax
is
another
thing
where
it
can
only
be
spent
on
street
and
transportation
improvements
and
any
improvement
we
do
with
mft.
Funds
have
to
be
designed
to
an
illinois
department
of
transportation
standard,
which
is
not
always
ideal
for
the
community.
So
if
we're
not
going
to
conform
those
standards,
we
pay
for
it
separately.
G
G
So
out
of
all
of
this
general
obligation,
bonds
are
actually
the
least
restricted
and
most
flexible
funding
sources.
So
we
do
try
to
keep
those
between
10
to
11
million
or
even
under
10
million.
G
And
when
we
look
at
the
capital
improvement
program,
I'm
actually
going
to
talk
a
lot
about
general
obligation
bonds,
because
I've
been
getting
a
lot
of
questions
about
how
we
spend
debt
service
so
of
the
total
capital
improvement
program.
Only
20
percent
of
the
capital
improvement
program
is
funded
by
the
general
obligation,
bonds
that
are
abated
by
property
tax.
G
So
if
you
talk
about
reducing
general
obligation,
bond
debt
you're
talking
about
reducing
portions
of
the
cip,
not
the
entire
cip,
this
slide
is
really
important
to
understand.
As
we
talk
about
funding
the
capital
improvement
program
because
a
cip
project
does
not
usually
fit
neatly
into
12-month
operating
increments,
such
as
our
operating
budget,
our
projects
go
over.
G
Most
public
input
actually
occurs
during
this
phase
and
a
lot
of
key
project
decisions
are
made
during
this
phase,
then
we
move
into
design
phase,
which
usually
is
much
shorter
six
to
12
months.
That
is,
when
we've
take
made
all
the
decisions
about
what
the
project
is
going
to
look
like,
and
the
staff
or
consultant
that's
doing.
The
design
fill
in
all
of
the
contract
details
the
drawings
and
the
specifications
that
are
going
to
be
bid.
G
Then
we
move
into
construction
which,
depending
on
the
project,
usually
takes
three
to
24
months
to
build.
That
is
again
when
the
public
sees
the
project.
They
typically
don't
hear
from
us
much
during
the
design
phase,
and
so
there
can
be
a
real
gap
there
between
when
public
made
decisions
and
when
it's
actually
under
construction
and
then
in
project
closeout.
G
If
we
fail
to
make
that
payment,
it
can
hold
up
any
other
state
funding
that
we're
getting
so
you
can
get
like
a
food
grant
or
a
nutrition
grant
that
all
of
a
sudden,
you
don't
get
money
for,
because
you
haven't
paid
the
the
fee.
The
three
million
dollar
bill
on
a
project
that
was
completed
three
years
ago
that
you
didn't
know
was
going
to
be
invoiced
at
this
particular
time.
Laura.
G
Is
that
just
with
idot
I
dot,
primarily
that's
the
biggest
one,
but
that's
partly
because
they're
the
biggest
organization
that
we
get
outside
funding
through
in
the
capital
program.
B
G
After
a
project,
well,
while
a
project
is
construction,
but
idot
tends
to
lag
behind,
the
contractor
makes
submittals
for
materials
and
things
and
idot
doesn't
necessarily
approve
those
before
the
project
is
built,
and
so
all
of
those
go
through-
and
I
doubt
process
of
review
and
then,
if
they're,
not
in
compliance,
then
they
argue
with
the
contractor.
How
much
are
they
going
to
pay?
Sometimes
there
are
issues
that
come
up
during
construction
and
just
the
way
I
got
all
of
these
federal
grant
projects
the
construction
contracts
actually
held
by
idot.
G
So
we
might
raise
an
issue
like
hey.
This,
isn't
what
we
thought
was
going
to
happen,
but
idot
won't
slow
the
project
down,
so
we're
often
arguing
those
things
afterwards
and
then,
after
all,
that
paperwork
is
done.
They
go
back,
they
check
all
the
quantities.
The
consulting
engineer,
usually,
who
did
the
construction
monitoring,
fills
out
a
bunch
of
paperwork
about
how
much
was
completed
and
they
sign
off
on
everything
and
there's
a
back
and
forth,
and
then
they
finally
do
all
the
calculations
and
determine
how
much
we
owe
at
the
very
end.
B
B
Of
transportation,
I'm
just
wondering
if
you
know
if,
if
this
is
sort
of
just
how
state
departments
of
transportation
operate
or
whether
illinois
is
special,
you
know.
G
I
And
I
think
one
of
the
issues
too
is
you
know,
as
we
discussed
laura
previously
with
dave,
is
that
we've
had
we've?
You
know
bonded
out
years
ago
and
had
millions
and
millions
sitting
in
bank
accounts
because
of
you
know
what
appears
to
be
unobligated
funds,
but
you
were
saying
no
it's
it
is.
It
is
obligated
for
for
these
idot
projects,
for
example,
but
I
think
to
me
I
see
like
we
definitely
have
an
issue
with
having
money
sitting
in
bank
accounts
for
years
and
again
millions.
I
I
think
there
should
be
a
way
that
we
can
look
at
this
so
that,
because
what
we're,
what
we're
paying
an
interest
on
the
bonds
is
not
compen,
I
mean
we're
not
being
compensated
by
what
we're
getting
in
the
in
savings
accounts.
So
it
seems
like
there
should
be
some
way
that
we
can
get
a
better
grasp
on.
You
know,
project
completion,
so
we
don't
just
keep
money
in
the
bank
for
years
and
years
so
that
we
have
it
ready
for
that
60-day
period
of
time.
G
G
Well,
not
usually,
let's
say
three
years.
The
central
street
bridge,
for
example,
is
budgeted
over
three
years,
but
when
the
contractor
spends
that
money,
the
city
has
to
have
it.
So
if
we
have
a
project,
that's
going
to
be
in
construction
for
two
or
three
years,
we
don't
have
to
have
all
of
the
money
at
the
beginning
of
the
period,
but
we
have
to
have
all
the
money
when
it's
being
spent.
G
How
long
it
takes
to
close
out
construction
is
a
totally
different
discussion,
but
when
we
spend
the
money,
which
is
when
the
contractor
does
work,
we
have
to
have
the
money
to
pay
them.
We
can't
just
say:
oh,
you
spent
the
money,
we'll
get
the
money
five
years
from
now.
Don't
worry
about
it.
Well,.
I
B
I
B
I
agree
with
you.
I
have
two
hands
here:
first
devon
and
then
dave
dave,
david
livingston.
D
Yes,
thank
you,
chair,
quick
question
or
immediate
clarification
for
laura
earlier
in
the
presentation
you
mentioned
that
both
parking
funds
parking
fund
allocate
funds
as
well
as
I
think
you.
D
Funds
and
oh
I'm
sorry,
water
and
sewer
improvement
funds
are
limited
to
those
enterprise.
Funds
are
limited
to
the
enterprise,
but
is
it
not
a
common
practice
that
the
city
ports
money
from
those
enterprise
funds
to
the
general
general
general
fund?
And
then
those
funds
are
expended?
You
know,
as
general
fund
funds
are.
A
A
Right
so
I
mean
council,
remember
yeah.
G
A
Make
what
we
call
a
transfers,
interference,
transfers
and
we
yeah
kind
of
put
the
legitimate
amount
like
okay,
what
is
like
suppose,
parking
fund
or
waterfront
pay
for
like
administrative
service
right.
We
have
an
audit
done
for
banking
service.
We
provide
to
those
funds
like
water
fund.
We
take
it
for
the
like
when
the
plant
was
installed
and
I
think
there's
is
there
too.
He
can
talk
about
that
too,
that
we
charge
what
we
call
a
return
on
investment
for
the
plant
set
up
there
same
thing
for
parking.
A
What
are
the
reasonable
fees
same
thing?
We
charge
token
money
like
a
transfer
of
10
15
000
to
a
tiff
one
based
on
the
banking
services
auditing
services,
part
of
the
single
audit
reporting,
so
the
reasonable
time
of
the
staff
which
are
charging
general
fund,
and
we
kind
of
come
up
with
that
and
transfer
that
money.
D
But
just
to
be
clear,
we
do
that
for
more
than
just
those
things,
unless
sometimes,
for
example,
if
the
city
had
a
budget
crunch-
and
there
was
a
you
know-
an
additional
million
dollars
sitting
in
the
parking
fund,
we
both
have
and
are
able
to
transfer
those
surplus
funds
from
the
parking
fund
to
the
general
general
fund
and
expend
it.
However,
we
would
like
correct.
A
Yeah
once
it
comes
into
the
general
fund,
you
can
do
that.
I
mean
I
at
least
know
about
a
couple
of
instances
where,
like
we
parking
fund
has
loaned
the
general
fund
money
and
we
paid
it
back
like
when
we
bought
the
system
new
world
system.
There
was
a
five-year
loan
program
from
parking
fund
to
the
general
fund,
and
but
we,
the
general
fund,
returned
that
money
back
to
the
parking
firm.
D
Okay-
but
I
just
want
to
just
for
you
know,
understanding
how
this
works,
of
course,
motor
fuel
tax,
that's
regulated
by
the
state,
so
we
cannot
spend
that
outside
of
the
state
regulations.
There
are
some
other
things,
but
with
those
enterprise
funds,
we
do
have
wide
flexibility
in
how
we
spend
those
dollars.
A
You
can
do
that
absolutely
you're
right
as
long
as
city
council
says.
Yes,
we
want
to
do
that.
The
only
thing
is
the
auditors
might
mention
in
their
audit
report
that
we
saw
three
million
dollar
transfer
from
waterfront
or
parking
fund
to
pay
for
x
expenses
in
the
general
fund,
and
that
would
go
bad,
maybe
with
the
rating
agency
they
look
at
our
budget.
They
look
at
reading
even
there.
Sometimes
they
tell
me
and
say:
okay
yeah.
I
saw
the
last
budget
meeting.
You
guys
talked
about
this
so
yeah.
D
And
then
my
last
just
comment
not
not
no
responsibility,
but
it.
It
certainly
makes
a
lot
of
sense
when
it
comes
to
the
water
fund,
given
our
huge
unfunded
liability
with
keeping
up
with
our
water
mains
and
all
that
stuff
to
not
transfer
out
to
the
general
fund
with
the
parking
fund,
I
think
we're
doing
pretty
good
there.
D
So
just
you
know
there
is
both
the
legal
and
the
there
is
a
financial
flexibility
to
use
those
parking
fund
dollars
in
a
wider
array
of
situations
than
just
relating
directly
to
maintaining
our
parking
garages
or
the
parking
enterprise.
Thank
you
sure.
B
J
Sure
so,
just
just
this
goes
back
a
little
bit
to
our
our
meeting
last
month
on
funding,
but
but
the
way
that
a
corporation
would
deal
with
the
issue
that
claire
brought
up
is,
you
would
have
you
you
wouldn't
typically
borrow
large
amounts
of
money,
pay
a
lot
of
interest
on
it
and
have
it
sitting
in
a
bank
earning
nothing
absolutely
the
case.
J
You
would
have
a
short-term
credit
facility
up
to
a
certain
amount
of
money
that
you
can
draw
on
quickly
and
then,
as
the
need
arises,
to
create
capacity
under
that
short-term
credit
facility.
J
A
That's
a
good
point
and
just
to
kind
of
sort
of
introduce,
but
we
have
used
the
line
of
reddit.
Obviously
you,
if
you,
the
line
of
credit,
is
the
only
biggest
downside
of
line
of
credit
is
is
tied
into
is
the
variable
rate
it's
tied
into
some
index
so
suddenly,
like
suppose
this
year,
are
getting
the
email
from
my
that
okay,
there
might
be
five
rate
increases
here.
K
A
J
A
C
J
We
know
eventually
we're
going
to
issue
a
long-term
bond
for
this
project,
but
we
don't
want
to
raise
the
money
years
before
we
actually
need
it.
So
a
I
mean
money
is
fungible
too.
I
think
we
can
also
start
tying
borrowing
too
much
to
an
into
a
truck
to
whatever
it
is
ultimately
there's
a
relationship
between
revenue
or
whatever
measure
that
gives
you
a
feel
for
how
levered
the
the
organization
is.
H
A
They
prefer
to
have
a
short-term
borrowing
for
the
tif
funding,
because
it's
a
taxable
funding,
it's
not
tax
exempt,
so
it
cost
a
little
bit
more
and
I
have
seen
so
many
communities
particularly
and
the
limits
the
needs
are
limited
under
5
million.
They
would,
instead
of
going
for
a
bond
and
pay
all
the
cost
of
insurance.
They
would
rather
go
for
a
line
of
credit.
A
What
happens
in
our
case
that
generally
we
issue
the
bonds
every
year,
so
it
becomes
part
of
the
thing.
So
there
is
no
additional
cost
of
issuing
the
bond.
J
The
interest
we
spend
on
money
that
we
don't
really
need
today,
and
I
take
your
point-
that
we
are
in
an
increasing
rate
environment
and
that
can
change
over
time
we're
trying
to
set
a
long-term
strategy
for
what
we
what
we
want
to
do,
but
you
know
actually
short-term
funding,
rarely
gets
above
the
rate
you
pay
on
long-term
bonds.
So
so
we
you
can
be
overly
conservative.
J
There
should
probably
be
some
element
of
borrowing
that
we're
comfortable
in
having
floating,
because
almost
never
does
short-term
money
end
up
being
higher
than
long-term
money,
and
it
wouldn't
stay
that
way
for
a
significant
period
of
time.
So
just
something
we
might
want
to
rates
are
definitely
going
up.
So
absolutely
you
know
definitely
going
up,
but
long-term
short
term
is
a
lot
cheaper
than
yeah.
L
I
just
want
to
make
a
comment
on
council
members
read
about
taking
money
from
the
water
or
sewer
fund.
L
Such
a
large
portion
of
our
capital
projects
are
funded
from
iepa
loans,
and
when
we
take
those
loans,
we
have
to
share
with
them
our
20-year
forecast
of
so
that
they
see
that
we
have
the
funding
to
re
repay
the
loan
amount
and
when
we
provide
those
projections,
we
do
not
imply
that
there
be
one
trying
transfers
from
the
water
fund
to
the
general
fund
or
something
like
that.
L
D
Yeah,
if
I
can
just
very
briefly
respond
yeah
yeah,
as
I
noted
specifically
that
I
just
that
point
that
I
believe
with
the
water
and
sewer
fund,
it
doesn't
make
sense
as
much.
Although
we
do
have
the
legal
flexibility
to
me.
The
parking
fund,
given
its
stability
over
the
over
the
last
few
years
as
a
better
fund
or
a
better
example
of
a
fund
that
could
be
used
more
flexibly,
flexibly.
D
Want
to
ask
this
is
relating
to
the
ie
pa
loans.
Is
there
interest
tied
to
those
loans
or
those
no
interest
loans.
L
Yeah
they
they
are
low
interest
loans,
they're
generally
right
now,
they're
1.5,
but
I
would
imagine
next
year
that
they're
going
to
go
up
so.
D
Is
that
lower
than
bond
interest
rates
are
about
one
to
two
percent
as
well
correct?
It.
A
Is
lower
than
the
currently
because
iepa
are
low
interest,
so
obviously
we
preferred
the
iepl
loan
first
and
if
we
need
more
funding,
then
yeah
we
would
go
out
in
the
barn.
L
In
the
future,
the
the
thought
is
that
the
money
that
we
will
probably
borrow
or
obtain
through
the
iepa
for
the
lead
service
line
replacement.
Some
of
that
will
be
principal
forgiveness.
They
still
call
it
a
loan,
but
they
call
it
a
principal
forgiveness
loan,
and
I,
the
word
out
that
we're
hearing
now
is
that
50
of
the
loan
will
be
principal
forgiveness
and
the
other
50
percent
will
be
at
the
low
interest
rate.
So
they
as
funding
becomes
available
and
something
as
large
as
light
service
line
replacement
program.
D
Clarification
here,
what
is,
if
I'm
wrong
on
the
the
general
obligation
bonds
being
about
one
to
two
percent?
What
is
the
just
average
percentage
of
and.
A
Right,
it
depends
on
the
market
changes
by
the
year.
I
mean
it
has
gone
up
compared
to
the
last
year.
Obviously
it
was
the
lowest
point.
When
we
hit
the
kovid
in
2020,
then
it
jumped
back
and
it
continues
because
of
this
expectation
of
rate
right
yeah.
So
it
might
go
up
to
like
two
and
a
half
to
three
percent
yeah.
D
A
And
that's
the
general
comment
I
would
make
for
everyone
that
yeah
I
mean
it.
That
depends
on
the
interest
rate,
environment
and
economy,
which
is
beyond
our
control.
You
know
I
mean
last
six
months
or
a
year.
I
heard
that
so
many
communities
issued
so
much
of
the
bonds
and
not
just
for
capital
projects,
but
for
pensions
too,
because
the
interest
rate
environment
was
very
low
and
I
have
seen-
and
you
must
have
seen
that
that
say
the
rates
would
like.
A
If
we
see
four
five
rate
increase
this
year
within
a
couple
of
years,
the
rate
might
be
close
to
four
or
five
percent
bonds.
We
have
issued
the
bonds
at
five
six
percent-
you
know
so
so
many
communities
wanted
to
take
advantage
of
this
kind
of
a
low
interest
environment,
and
so
even
I
heard
big
some
of
the
communities
issued
the
bonds
of
tune
of
50
to
75
to
100
million
for
funding
the
pension.
A
G
The
last
thing
I
would
say
is
just
that
when
you
look
at
these
time
frames
for
the
larger
projects
we
typically,
these
projects
are
taking
like
five
seven,
eight
years
to
get
done
from
conception
to
when
we're
done
in
construction
and
council
elections
are
every
four
years,
so
you
may
see
situations
when
you're
doing
a
sheridan
road
project
or
howard
street
corridor
project,
where
we
definitely
are
bridging
across
multiple
councils
and
if
we,
as
a
community,
want
to
do
those
projects,
and
we
want
to
get
federal
funding
for
those
projects.
G
Then
we
have
to
have
a
certain
amount
of
continuity
in
how
we
do
projects,
which
is
not
to
say
we
couldn't
all
of
a
sudden,
decide
to
cancel
a
project.
But
it's
we
will
have
spent
money
and
had
you
know
at
that
point,
so
I
I
recognize
that
we
had
a
big
turnover
in
the
council
this
year
and
a
lot
of
people
were
surprised
that
we're
already
midway
through
a
bunch
of
projects
and
we'll
be
lucky
to
finish
some
of
these
projects
before
the
council
turns
over
again.
B
K
Leslie,
I
have
a
question
lara
like
who
is
responsible
for
you
know
when
you
do
a
big
capital
project,
like
crown,
for
example,
who
is
responsible,
then
for
figuring
out
what
maintenance
is
going
to
look
like
on
those
projects
going
forward,
because
I
think
it
you
know,
maintenance
on
crown
is
four
times
as
much
or
three
times
as
much
as
we
said.
It
would
be
based
on
information
that
you
provided
prior
to
its
construction.
So
I
mean
it's
one
thing
to
have
all
these.
You
know
cip
bra.
K
You
know
projects
and
everything
all
laid
out,
but
you
know
that
then
we're
stuck
trying
to
maintain
something
that
we
had.
No
idea
was
going
to
be
as
expensive
as
it
was.
You
know,
and
I
think
that's
why
you
know
it
gives
people
pause
when
you
start
talking
about
big
construction
projects,
like
the
you
know,
pet
shelter
as
an
example.
G
Sure
so,
on
the
crown
project,
those
projections,
a
lot
of
that
was
done
by
marty,
lyons
and
lawrence
hemingway
and
on
the
animal
shelter.
I
think
we're
trying
to
work
with
the
consultant
to
have
a
good
understanding
of
the
maintenance,
but
since
the
animal
shelter
is
largely
operated
through
donations
directly
to
the
evanston
animal
shelter
association,
it's
a
little
bit
like
the
city
is
getting
a
subsidized
service.
That's
subsidized
through
private
donation
and
that's
just
the
model
that
we've
been
operating
just.
G
I
want
to
say
one
to
two
hundred
thousand
dollars
a
year.
I
think
it's
a
hundred
thousand,
where
we
give
them
fifty
thousand
dollars.
We
used
to
give
them
fifty
thousand
dollars
for
supplies
and
fifty
thousand
dollars
for
staff
salaries.
Now
we
just
give
them
a
hundred
thousand
dollars
and
then
I
do
believe
the
city
pays
like
electricity
costs
on
the
building,
but
in
terms
of
most
of
the
staffing,
the
programs,
the
supplies
the
animals
need.
G
G
K
K
K
G
So
I
had
zero
to
do
with
setting
up
any
of
these
requirements,
but
my
understanding
at
the
time
was
that
the
crown
family
would
not
give
the
city
a
5
million
donation
because
they
had
donated
to
the
previous
crown
center
and
10
years
in
when
there
were
major
capital
costs.
The
city
chose
not
to
pay
them.
G
K
I
That
available
the
the
what
the
crown
family
wrote
regarding
this
maintenance
fund.
I.
F
G
B
Everyone
I'd
I'd
like
just
to
stay.
I
I
think
these
are
really
good
questions
they're
and
we
need
to
dig
into
this,
but
I
really
would
like
us
to
stay
on
the
major
topic
of
this.
This
conversation
about
the
cip
budget
and
the
and
how
the
projects
are
made.
I
mean
there
are
really
important
issues
on
all
of
these
things
we
need
to
get
to,
but
that.
B
I
think
going
after
city
engineer
biggs
on
on
robert
crown
right
now,
that's
not
the
topic
of
the
evening.
I
I
want
to
have
a
discussion
about
our
cip.
I
B
Clarify
I
agree,
but
I'd
like
us
to
get
through
the
pro
ms
biggs
presentation
first
and
then
talk
about
some
of
the
larger
issues
about
about
our
the
level
that
we
bond
and
some
of
the
other
things
before
we
dig
into
these
very
specific
issues.
So
laura
go
ahead.
Please
sure.
G
Okay,
so
one
because
this
is
actually
this
is
supposed
to
flow.
So
I'm
sorry
because
we've
already
talked
about
this
a
lot,
but
when
we
look
at
how
much
is
sitting
in
that
capital
fund
balance,
actually
quite
a
lot
of
it
is
obligated
primarily
to
idoc
contracts,
but
also
to
other
contracts
that
just
go
over
multiple
years,
whether
or
not
they're
idot
funded.
G
So
when
you
look
at
the
2022
budget,
the
fund
assets
were
13
million
dollars
at
the
beginning
of
the
year,
and
then
we
ran
a
a
list
of
what
all
the
obligations
are.
We
ran
a
report
and
our
outstanding
obligations
for
that
13
million
dollars
includes
12
and
a
half
million
dollars
is
already
pretty
much
obligated
of
which
12
and
a
half
million
I'm
sorry
seven
and
a
half
million
dollars.
Almost
eight
million
dollars
is
for
idot
projects.
G
Hold
on
one
second,
okay,
so
again,
this
shows
if
we
look
at
just
the
obligations
that
the
city
of
evanston
entered
into
prior
to
2020.
92
percent
of
those
are
due
to
idot's
billing
practices,
and
most
of
that
is
shared
in
road
chicago
avenue.
Although
there
is
some
funding
from
emerson
ridge,
green
bay,.
G
So
I
guess
what
I
feel
like
some
of
the
major
takeaways
are
from
this
conversation
is
that
which
we're
about
to
talk
about
a
little
further
is
that
of
all
of
our
funding
sources.
Only
general
obligation
bonds
are
basically
unrestricted
in
how
we
spend
them
and
we
usually
do
have
an
annual
target,
but
as
we
move
forward
most
of
the
that
money
actually
goes
to
parks
and
facilities.
G
So
when
you
look
at
how
we
get
money
for
the
street
resurfacing,
the
water
main,
the
sewer
transportation,
all
those
things
that
we
think
of
as
like
being
in
the
roadway,
it's
39
and
a
half
million
dollars-
that's
budgeted
and
geo
bonds
are
only
4.1
million
of
that.
So
that
is
only
11
of
the
budget
that
we're
spending
on
streets,
water
main.
All
of
that.
G
Idpo
loans
is
a
big
number,
but
that
is
the
majority
of
loans
that
we
receive
for
the
iapa.
So
this
is
like
really
getting
into
the
weeds,
but
the
majority
of
loans
we
receive
from
the
iepa
are
for
projects
at
the
water
plant.
Historically,
it's
not
entirely
true.
We
do
get
some
sewer
loans,
but
we
had
a
lot
of
sewer
loans
and
those
are
all
going
away.
G
G
G
E
B
And
and
jonathan
on
on
that
point,
just
to
a
bit
of
history
was
those
iepa
low-interest
loans
or
how
we
paid
for
the
biggest
public
works
project
that
evanston
ever
undertook,
which
was
the
160
million
dollar
long-range
sewer
plan
which
took
approximately
20
years,
and
but
it
was
because
of
those
iepa
loans
and
laura
and
dave
correct
me.
If
I've
got
this
wrong,
that
we
were
able
to
do
that
and
those
loans
were
paid
off
by
the
city
of
evanston.
D
I
said
you
mind:
I
have
to
drop
off
in
two
minutes.
Do
you
mind
if
I
ask
a
quick
question
before
then?
I
know
other
folks
had
their
hands
up
before
I
did
so,
or
just
a
statement
actually
laura.
I
do
hear
you
saying
that
the
geo
bonds
are
the
most
flexible
funding
source
that
we
are
currently
using.
D
The
only
thing
I
want
to
note
is
that
we
do
not
have
to
use
geo
bonds
in
that
you
know
if
we
just
raise
the
necessary
revenue
for
a
raised
additional
revenue
to
offset
some
of
those
bonds
and,
of
course
we
likely
couldn't
offset
all
of
it,
but
offset
more
of
it.
You
know
we'd
have
the
same
flexibility
without
the
increased
you
know
cost
for
borrowing
the
money.
This
one.
B
And
and
and
devon-
that's
a
topic
that
we
need
to
tackle
here
at
this
committee.
How
do
we,
how
do
we
borrow
less
but
still
get
everything
that
we
need
to
get
paid
for
paid
for
so
leslie,
you've
had
your
hand
up
for
a
long
time,
and
then
I
have
sherry.
M
M
G
So
2020
and
2021
are
the
big
differences.
So
this
slide
includes
everything
that
happened
up
till
the
end
of
2021
and
there
are
some
old
obligations
that
are
hanging
out
there,
but
primarily
once
we
get
a
couple
years
out
and
we
look
at
pre-2020,
then
it's
all
I
dot,
like
I
dot,
is
the
source
of
this
situation.
M
E
E
G
A
This
is
long-term
debt,
but
I
mean
again,
I
mean
it.
Love
depends
on
the
interest
rate
environment
and,
as
I
said,
particularly
if
it's
a
low
rate
environment,
it's
a
fixed
rate
in
geo
bonds.
You
know
so,
if
I'm
paying
like
three
percent
three
and
a
half
percent
four
percent
which
I've
locked
in
now
after
20
years
and
with
the
inflation
and
all
that
it
might
be
a
lot
less
than
what
we
are
there
in
the
what
you
call
that
variable
rate
or
where
we
you
go
for
a
line
of
credit.
A
K
I
don't
think
that
that's
what
david's
talking
about,
though,
he's
talking
about
a
line
of
credit
and
so
that
you're,
using
essentially
as
a
bridge,
so
given
the
yield
curve.
His
point
is,
you
know,
if
you're
down
here
on
the
yield
court
for
short-term
rates,
it's
very
unlikely
that
you
know
you're
ever
going
to
hit
what
you
would
with
a
bond.
So.
M
Also,
if
you're
only
paying
interest
on
a
million
right,
what
you're
using
versus
paying
three
percent
of
four
million,
even
if
you're,
paying
higher
interest
rate
for
short
term
you're,
paying
out
a
lot
less.
So
it's
just
an
analysis
that
we
have
to
do
versus
what
do
we
really
need
short
term
versus
money
sitting
and
not
earning?
I
think
that's
right.
A
And
as
lara
pointed
out
the
biggest
uncertainty
with
the
ida
that
we
could
need
the
money
in
a
six
months
or
a
year
or
sometimes
five
years-
and
we
don't
know-
and
I
know
idad
has
issues
with
not
just
us
but
throughout
the
state
and
so
yeah-
that's
big
uncertainty,
sometimes
yeah.
It
doesn't
help
us
in
a
kind
of
right
funding,
source.
A
No,
we
can
do
that.
We
even
we
can
invest
it
in
the
bank
as
long
as
we
make
it.
That's
why
we
have
to
do
every
year
what
we
call
arbitrage,
calculation
and
file
the
report.
You
know
so
we,
our
third
party,
the
financial
advisors
they
prepare
this
report
and
for
the
irs
purpose.
Yes,
and
luckily
so
far,
I
don't
know
at
least
in
last
year
I
mean
10
years
that
we
have
paid
any
arbitrage.
G
I
do
want
to
caution
a
certain
amount
of
care,
as
we
do
this
research,
because
the
industry
standard
is
that
when
the
money
is
spent,
you
have
the
money
in
the
bank
when
the
contractor
builds
it
and
idot
deals
with
hundreds
of
communities
and
agencies
and
dealing
with
their
federal
funds
for
this,
and
that
for
other
projects,
and
their
expectation
I
perceive
is
that
the
city
of
evanston
has
the
money
to
pay
them.
When
the
contractor
does
the
work
so
wouldn't.
E
K
E
K
A
Those
are
good
points
and
one
of
those
things
which
I
encountered
during
the
covid
that
I
reach
out
to
one
of
the
bank
for
line
of
credit
and
their
condition
was
that
yeah
they
say.
Okay
rate
would
be
this
much,
but
even
if
you
don't
use,
we
would
charge
you
15
basis
point
I
mean.
Luckily,
I
did
not
go
with
that
bank
and
went
with
the
other
bank
but
think
about.
We
never
used
a
dime,
even
in
2020
or
21
out
of
line
of
credit.
K
G
So
this
is
the
presentation.
This
is
the
numbers
that
you
see
that
geo
bonds
are
only
11
of
our
street
resurfacing
right
away
type
projects,
but
if
we
move
to
parks
projects,
geo
bonds
are
89
of
the
parks
funding
and
if
you
look
at
facilities,
we're
actually
like
a
really
weird
situation,
because
normally
it's
a
hundred
percent
of
facilities.
G
So
normally
it
is
a
hundred
percent
geo
bond
and
parks
is
90
percent
geo
bond.
So
when
we
talk
about
oh
we'll
just
delay
projects,
and
then
we
will
not
issue
as
much
debt
you're,
essentially
just
talking
about
parks
and
facilities.
A
lot
of
the
other
stuff
we
potentially
could
figure
out,
but
parks
and
facilities
do
not
have
another
source
of
funding.
G
J
G
Just
current
funding,
we
sold
the
north
branch
central
north
branch
library
building
and
that
generated
800,
000
ish
and
that
is
being
designated
to
pay
for
our
public
works
storage
facility
building
to
assist
in
replacing
the
recycling
center.
Now
the
cost
of
the
public
works.
Storage
building
is
going
to
be
more
than
800
000,
so
the
remainder
will
come
from
the
sale
of
recycling
center.
G
Well,
I
will
say
parking
garage
revenue
does
pay
for
parking
garage
assets
which
are
when
they
are
garages
come
from
the
facilities,
but
any
non-parking
fund
asset,
that
is
a
facility
crown
chandler
levy,
civic
center,
the
park,
shelters,
ackerman
park,
shelter
or
lovelies
park
field
house.
All
of
that
is
paid
for
by
geo
bond
debt.
There's
no
other
option
that
I'm
aware
of
at
this
time.
G
Now,
geo
bonds,
actually
we
budget
and
if
you
look
at
this
annual
line
item
we
we
actually
do
the
budget
in
and
have
the
discussion
late
in
the
year,
but
in
we
don't
sell
the
bonds
to
mid-year.
So
each
year,
there's
kind
of
the
standard
thing
january.
We
pass
a
resolution
based
on
what
the
adopted
budget
is
for
how
much
we're
going
to
sell
in
bonds.
But
then
we
monitor
the
bonds.
G
Some
projects
don't
move
forward
either
staffing
issues
or
often
just
because
something
comes
up,
and
it's
just
not
feasible
to
do
the
project
as
intended,
in
which
case
when
we
go
to
the
bond
sale,
we
will
modify
the
bond
sales
based
on
what's
been
happening
in
january
through
june,
to
get
to
the
final
bond
numbers
and
then
by
then
we're
already
reviewing
well.
What
are
we
going
to
do
next
year
in
the
capital
program
and
trying
to
figure
out
if
we
bonded
so
much
this
year?
G
How
much
do
we
bond
next
year
for
these
projects
that
are
in
the
continuum
over
the
year?
And
then
we
have
the
bond
discussion
again
in
october
through
december,
and
then
it
all
starts
over
again,
so
the
bonds
are
sort
of
continuously
monitored
and
how
much
we
actually
sell
is
not
really
set
through
july
to
august.
But
I
will
tell
you
that
once
we
have
that
january
bond
resolution,
the
staff
assumes
that
as
permission
and
they
start
work
now,
each
project
as
it
is
approved.
G
G
Yes,
council
knows,
and
in
the
bond
resolution
in
the
bond
memo
for
the
bond
sale,
there's
usually
a
table,
there
is
a
table
that
says
we
told
you
we're
going
to
sell
bonds,
and
this
is
how
it
was
going
to
be
divided
amongst
the
project.
Here's
how
we
actually
propose
to
sell
bonds
and
you'll
see
some
of
the
projects
are
zeroed
out
every
once
in
a
while
there's
a
critical
project
where
the
bond
numbers
increase,
but
it's
almost
all.
It
is
always
offset
by
decreases
in
projects
that
are
not
getting
completed.
G
L
G
I
do
not
know
because
that's
typically
always
just
been
the
staff
trying
to
understand
what
the
city
needs
are,
and
my
understanding
of
this
committee,
when
it
was
formed,
is
they're
looking
at
like
the
long-term
problems,
but
certainly
I
mean
we
can.
We
can
get
together.
G
The
proposed
staff
needs
and
bring
them
to
the
sit
to
this
committee
in
july
and
say
here's
what
this
staff
thinks
we
need.
It
is
quite
a
pro
process.
I
will
tell
you
it's
not
like.
We
have
one
meeting
in
may
and
then
we
sit
around
until
july,
like
there's
a
lot
that
happens
may
june
july
yeah
to
get
the
cip.
M
I
E
G
Will
appropriately
to
achieve
that,
I
will
tell
you
that
parks
and
facilities
in
particular,
have
been
dramatically
underfunded
for
the
last
25
years
and
almost
every
building
that
exists.
There's
no
system
building
system,
whether
it's
the
roof,
the
hvc
structure,
the
foundation,
none
of
those
systems
can
go
25
years
without
capital
improvement.
G
So
five
years
ago
we
embarked
on
a
larger
facilities,
capital
improvement
program
to
do
the
emergency
style
projects
where
the
electrical
panels
are
failing
and
there's
life
safety
issues,
and
we
have
we
have
caught
up
on
like
there's
dramatic
emergencies,
I
won't
say
they're
all
solved,
but
the
global
like
all
of
these
buildings,
the
bill
is
coming
due,
is
happening
so
in
the
next
two
to
three
years.
If
you
were
to
do
the
minimum
necessary
to
keep
the
buildings
functioning,
as
is,
it
will
probably
be
dramatically
more
than
what
you've
been
spending.
I
B
And
I
I
think,
an
issue
for
for
this
committee
in
my
mind,
to
to
decide
to
attack
and
this
you
know
and
we
could
spend.
I
think
it's
something
that
we
really
need
to
address.
Is
this
fundamental
issue
of
how
do
we
avoid
what
you're
describing
claire?
How
do
we
realign
our
borrowing,
so
it
is
appropriate
to
what
we're
borrowing
for
and
what
are
what
are
ways
in
which
other
communities
handle
this?
B
What
are
possible
solutions
for
evanston
to
to
reduce
that
that
bonding
rate,
but
you
know
clearly
we
are
we're
at
a
precipice
here
with
our
parks
and
facilities,
and
I
think
what
what
laura
is
telling
us
is
that
we
need
to
come
up
with
some
new
solutions
for
the
council
and
for
the
city
and
and
and
educate
everyone
in
evanston
about
why
we
need
why
we're
going
to
have
to
make
some,
I
think,
pretty
dramatic
decisions
about
going
forward,
because
we
can't
operate
the
city
without
you
know
the
all
of
that,
all
that
backstage
stuff
that
people
don't
see.
B
You
know
the
service
center,
that
you
know
that
that
you
know
those
places
that
the
public
doesn't
necessarily
go,
but
essentially
keep
evanston
running
every
day
and
yeah.
And
so
you
know
we
need
to
figure
out
okay.
What
do
we
go
out
and
bond
for
and
what?
What
are
ways
in
which
we
can
find
other
sources
of
revenue
to
pay
for
the
those
maintenance
costs
and
the
and
those
operating
costs
so
and.
D
E
J
E
J
That
what
you're,
again
money's
all
fungible,
what
what
you're
borrowing
for
is
a
piece
of
what
you're
spending
almost
regardless
of
what
it
is.
So
if
you
think
about
a
company
you
would
think
about.
Is
this
company
getting
a
higher
relationship
between
debt
and
earnings?
Well,
what's
our
equivalent
relationship,
so
we
can
really
see.
J
Are
we
is
our
relative
debt
level
growing
over
time,
because
some
growth
should
be
growing
growing
with
the
community
growing
with
the
revenue
base,
because
there
is
a
value
to
have
to
not
have
to
pay
for
everything
today,
but
but
that
becomes
out
of
whack.
If
over
time,
you
realize,
oh,
we
we've
doubled
our
relative
debt
load.
So
that's!
What
I
really
want
to
understand
is
is
what
has
happened
to
our
the
best
way
to
measure
it.
J
C
E
I
I
mean
we
have
to
make
sure
we're
delivering
the
services
that
people
need
right,
and
so,
if
we're
not
yet
our
debt
is
increasing.
I
know
I
had
a
study
done
per
capita
expenditures
in
all
the
surrounding
cities
and
we're
way
off
at
the
top,
and
I'm
not
talking
about
debt
right
now,
I'm
not
about
tax
levy,
I'm
just
talking
about
per
capita.
What
our
city
sends.
I
mean
we're
really
high
we're
at
the
top
so,
but
well
well
at
the
top
of
every
surrounding
city.
I
B
You
know
we
need
to
rebuild
renovate
make
up
for
25
years
of
of
failed
maintenance
and
and
then
we
have
to
decide
what
do
we
do
about
our
parks,
because
you
know
those
are
always
being
used,
always
needing
maintenance,
and
you
know
safety
standards,
change
equipment
is
worn
out,
and
so
how
do
we
make
sure
our
parks
stay
safe
and
and
usable
by
the
public
in
ways
that
the
public
wants
you
know
wants
them
to
be
because
of
the
community
we
live
in,
and
you
know
that
that's
those
are
two
really
difficult
questions
here
that
we're
gonna
we're
facing
because
we
have
to
figure
out.
I
B
Well,
and
also
our
assets,
where
what's
the
condition
of
our
assets,
where
are
we
in
terms
of
need
to
needing
to
renovate
rebuild
repair?
We
need
to
have
that.
Look
that
we're
looking
at,
because
that's
going
to
be
something
just
as
important
as
maintenance,
I
mean
it,
they
go
hand
in
hand.
You
know
you
build
a
new
building,
you
need
a
maintenance
budget
or
you
pay,
you
repair
a
building,
and
you
can
you
need
a
maintenance
budget
to
make
sure
that
the
repair
stays
a
repair.
G
So
many
of
these
buildings
are
minimum
of
40
years
old
and
have
not
had
substantial
funding
put
into
them.
So,
for
example,
this
we
know
as
staff
there's
a
ton
of
work
needed
at
the
service
center
roll
up
doors
to
the
the
bays
where
the
trucks
are
stored.
Don't
work
very
well.
The
hvac
systems
are
all
starting
to
fail,
and
so
we
engaged
a
consultant
for
the
master
plan.
G
Knowing
that
the
fuel
system
for
how
we
fuel
city
vehicles
is
not
going
to
last
long
enough
to
get
to
the
end
of
the
master
plan-
and
we
will
probably
have
to
do
that
this
year,
if
we're
being
responsible
or
if
we
want
to
continue
to
fuel
city
vehicles
at
the
service
center,
we
will
need
to
replace
the
fuel
system
and
we're
just
trying
to
get
to
a
minimum
level
of
complete
on
the
master
plan.
So
we
can
do
it
appropriate
to
other
things
that
are
being
recommended
at
the
building.
G
G
E
G
That
is
not
necessarily.
Debt.
Debt
has
a
place,
but
I
don't
love
how
much
debt
we
use.
It's
just
the
budget
I
mean
six
years
ago.
I
was
given
this
job
at
that
time.
We
didn't
even
really
have
a
five
year,
cip,
so
we've
made
a
lot
of
progress
over
the
last
six
years,
but
I
was
basically
handed
a
situation
like
that's.
Debt
paid
just
geo
bonds
for
these
types
of
projects
and
there's
not
been
a
chance
to
discuss
a
different.
A
A
We
generally
pay
10
million
dollar
in
principle
every
year,
so
we
want
to
just
make
sure
that
we
don't
add
additional
principal
amount.
You
know
to
our
debt,
even
when
we
issue
the
new
bonds
and
we
pay
off
around
10
million
dollars,
and
then
second
thing
is
obviously
if
we
stay
under
10
million,
we
have
a
couple
of
members
from
the
banking
industry.
They
know
that
yeah,
it's
like
eligible
as
a
bank
qualified,
so
we
get
a
better
rate
if
it's
we
stay
under
10
million.
A
B
Well,
laura,
I
think,
you've
given
us
a
major
topic
that
would
that
obviously
the
city
needs
to
address
that
we
need
to
change
what
we've
been
doing
because
it
it
has
brought
us
to
this
point
and
we
need
to
rethink
how
we
should
be
funding
things
in
order
to
reduce
that
debt
number
or
use
the
debt
differently,
and
I
I'll
say,
as
the
chair-
and
I
think
all
of
us
here-
we'd
love
to
have
you
back
to
work
on
these
issues,
because
you
know
this
is
fundamental
to
you
know
the
economic
health
of
our
varsity
and
then
what
we
have.
B
I
I
just
one
last
little
thing
I
think
that'll
help
with
like
budgetary
discipline.
I
I
would
like
to
see
that
you
know
when
we
have
a
cip
budget,
that
we're
not
asking
that
it
be
amended
after
we've
exceeded
it,
but
only
before
I,
I
just
think
that's
really
important
in
terms
of
you
know,
sort
of
keeping
in
check
a
little
bit
anyway.
Our
spending
to
ensure,
I
think,
if
everybody
understands
that,
really
we
want
council
to
vote
on
increasing
the
cip
budget
before
it
gets
done.
I
So
I
don't
know
whether,
like
this
committee
has
to
make
a,
I
mean,
I
think,
that's
kind
of
supposed
to
be
par.
For
course,
I
think
immune
and
simple
budgeting,
but
but
if
we
need
to
that
would
kind
of
thing,
I'd
love
to
see
our
committee
push
forward.
Is
that
exceeding
like
a
cip
budget?
Is
that
that
that
be
amended
that
be
brought
to
council
to
be
amended
beforehand?
Ideally,
we
don't
exceed
it,
but
if
it's
going
to
be
I'd,
much
rather
not
be
voting
afterwards
to
to
approve
an
already
a
budget.
I
B
Laura
did
you
want
to
continue?
Do
you
have
more
that
you
wanted.
E
G
So
sort
of
we
do
have
a
five-year
projection.
I
don't
know
that
all
those
projects
need
to
be
in
five
years.
It's
more
been
just
like
the
laundry
list
of
things
that
need
to
be
done,
and
so
staff
can
go
through
and
and
start
looking
at
legitimately.
What
has
to
happen?
I
think
part
of
the
issue
that
we
face
in
the
cip
is
there's
things
like
we're.
Gonna
have
to
take
playground
equipment.
We
need
to
fix
this
park
versus
other
things
that
are
more
aspirational
in
terms.
G
You
know
like
incorporating
carp
and
I'm
not
I'm
totally
all
for
incorporating
carbs.
So
I'm
not
trying
to
pick
on
that,
but
we're
balancing.
Not
just
you
know.
One
thing
only
do
the
emergency
stuff,
that's
failing.
We
actually
have
multiple
goals
that
we're
always
trying
to
balance
but
yeah.
We
can
go
through
and
we
could
say
generally
what
our
list
is
over
five
years.
We
expect
to
spend
this
much
money
and
then
start
parsing
it
out.
Based
on
what
we
know.
G
But
I
think
it
should
be
understood
that,
what's
going
to
happen
in
the
city
five
years
from
now,
I
really
have
no
idea
which
facilities
are
going
to
fail,
because
we,
if
I
five
years
ago,
I
could
not
have
predicted
that,
for
instance,
we
had
a
near
catastrophic
failure
of
the
lease
center
hvac
and
I
wasn't
expecting
that
just
happened,
and
then
we
were,
we've
been
scrambling
the
last
year
and
a
half
to
get
it
fixed
and
every
time
we
fix
something
there's
another
something
that
needs
to
be
fixed.
We
didn't
anticipate
fire
station.
G
G
Similarly,
we
have
the
master
plan
for
the
service
center
five
years
ago.
We
did
a
roof
inspection
well
six
years
ago
and
last
year
we
finished
another
roof
inspection,
because
we
made
a
bunch
of
roof,
repairs
and
roofs.
Just
don't
have
that
long
of
a
life,
so
we're
waiting
for
that
report
to
happen.
So
we
have
a
lot
of
stuff
that
we're
kind
of
trying
to
gather
together.
So
we
can
get
better
financial
projections
as
well.
M
About
our
committee,
because
to
come
to
us
for
every
little
thing
would
be
very
difficult
for
you,
but
maybe
on
a
quarterly
basis.
We
could
say
if
there's
an
unexpected
expenditure
above
100
000
or
50
000.
Maybe
there
could
be
a
report
that
comes
to
our
committee
so
that
at
the
end
of
the
year,
we're
not
surprised
that
all
these
things
happened
and
the
other
question
I
have
do
we
budget
just
a
general
amount
for
unexpected,
like
the
levy
center,
you
know.
Is
there?
G
In
the
geo
bond,
we
issue
there's
a
project,
a
line
item,
that's
six
hundred
thousand
dollars
or
facilities
contingency,
which
generally
fairly
emergency
repairs
or
overruns
on
projects
where
the
bids
just
came
in
too
high.
But
we
think
the
project's
important
enough.
We
want
to
proceed
anyway
and
we
also
have
a
hundred
thousand
dollars
for
parks
contingency
similarly
and.
B
L
Hi
and
if
we're
struggling
to
for
the
cip
but
realize,
like
generally
we're
repairing
the
playground
equipment
at
one
park
a
year,
and
we
have,
I
think,
47
playgrounds
and
playgrounds
have
a
15-year
life.
And
so,
if
you
just
do
the
math
there
every
year,
you
should
be
restoring
three
playgrounds
right.
L
L
When
you,
when
you
pay
the
street,
it
has
20
years
light.
I
don't
recall
how
many
miles
of
street
we
have
a
year
or
in
evans,
but
we
are
not
painting
as
many
streets
a
year
as
we
should.
If
we
want
to
meet
each
street
having
a
20-year
life,
we
you
know,
maybe
we
should
be
doing
seven
to
eight
miles
a
year,
because
if
we
have
160
miles
and
you
do
it
has
a
20-year
life,
then
you
need
to
do
eight
miles
a
year
and
we're
doing
three.
L
Maybe
four
so
that
you
know
we
with
the
funding
that
we
have
now,
staff
is
struggling
to
prioritize
which
park
we
repair
things
like
that.
So
we
would
welcome
your
your
opinion
as
to
what
we
should
do
or
how
we
should
get
out.
Of
that.
I
want
things
going
wrong
with
lar
is
try
to
demonstrate
that
to
you
to
to
show
you
know
what
the
life
cycle
is
for
this
I
know.
L
Council
member
reid
talked
about
taking
the
money
out
of
the
parking
fund
to
to
to
the
general
fund,
but
I
can
also
tell
you
when
we
needed
to
do
major
repairs
of
a
parking
garage.
The
the
parking
fund
had.
No,
you
know
bandwidth
no
money
in
reserves
at
all
to
help
fund
for
that,
and
so
that
there
was
a
a
major
bond
issue
just
to
rebuild
a
parking
garage.
So
I
agree
that
we
should
be
looking
out
and
looking
at
10
15
plants
at
the
water
plant.
L
B
E
B
B
That's
okay,
yeah,
you
know
well,
laura's
point
was
just
to
look
at
one
part
of
the
cip
at
a
time
which
I
agree
with,
I
think
trying
to
to
mix
them
up.
They
they
have
different
needs
and
different
timelines,
some
somewhat,
but
I
I
I
do
think
that
this
would
be
worth
doing.
I
think
looking
at
facilities
is
really
critically
important.
Here
I
was
on
the
council.
B
You
know
when,
when
dinosaurs
were
young,
when
we
did
the
last
parks
assessment
and
that
plan
held
us
and
kept
us
going
for
about
15
years
and
we
we
had
a
lot
of
parks
that
were
in
significant.
B
Significantly
behind
maintenance,
you
know
renovation
actually,
and
then
we
embarked
on
the
renovation
plan
that
really
renewed
and
took
out
a
lot
of.
We
took
out
a
lot
of
old
equipment
and
really
renewed
a
lot
of
our
our
parks.
It.
You
know
clearly
it's
time
to
do
that
again,
and
so
I
think
we
should
do
that.
I'm
looking
forward
to
seeing
what
that
says
laura,
but
I
also
think
we
should
decide
on
which
of
these
parts
of
the
cip.
B
I
You
know
covering
the
renovation
for
this
park,
then
that
freezes,
but,
but
I
just
think
we're
not.
We
need
to
do
those
five
and
ten
year
projections
with
this
sort
of
expenses-
big
cip
expenses-
that
we
know
we're
gonna,
have
routinely
from
streets
and
potholes
to
you
know,
to
parks
and
installing
new
parks,
and
I
just
think
that
will
be
so
essential
to
you
know:
creating
a
to
creating
a
healthy
budget
that
long
five
to
ten
year
planning
out.
G
B
Yeah,
no,
I
wouldn't
want
to.
I
don't
want
to
you,
have
other
things
you
need
to
do.
I
think
we
need
to
be
be
mindful
of
your
time,
but
also
look
at
things
that
are
substantive
here
on
this
committee,
that
we
can
move
the
ball
forward
on
and
and
we
and
and
I
think,
claire's
right
having
some
sense
and
you're
right.
You
don't
know
where
the
city
will
be
five
years
from
now,
because
five.
E
E
B
Everybody
yeah,
I
no,
my
dog
did
not
just
take
a
bite
of
the
cord
but
the,
but
I
do
think
five
years
ago
we
didn't
know
kovid
was
coming,
you
know.
Probably
some
epidemiologists
could
have
told
us
that,
and
you
know,
and
some
of
the
other
things
the
great
recession.
You
know
what
happened
there,
so
you
know
to
the
best
of
our
ability
to
the
extent
we
can
look
up
ahead.
That's
really
important
to
do
so,
I'm
looking
to
see
who
else
had
their
hand
up
bobby?
Yes,.
H
Yeah
and
I'll
keep
my
video
off,
so
it
doesn't
freeze,
but
I
I
think
to
the
point
of
planning
what
would
be
helpful
for
me,
and
maybe
these
things
are
already
being
considered,
is
either
how
we
are
or
how
we
should
go
about
prioritizing
what
goes
first,
because
I
have
and
I'm
sorry
for
getting
on
late.
H
Maybe
this
was
was
touched
on
earlier
in
the
call
you
know,
because,
right
now,
what
I'm
hearing
and
we've
heard
this
even
before
tonight's
conversation-
is
that
we
don't
currently
have
enough
budgeted
to
to
maintain
our
parks,
our
roads,
our
sidewalks
etc.
So
that's
that's
a
big
challenging
issue
to
start
off
with.
So
for
me,
what
would
help
is
to
understand?
H
Okay,
how
do
we
want
to
start
prioritizing,
how
we
make
these
investments,
and
so
I'd
love
to
either
participate
in
that
or
to
just
know
how
a
staff
has
done
that
before,
for
example,
for
parts,
are
we
looking
at
consensus,
track
data
and
seeing
where
theirs
and
and
I'm
saying
specifically
for
playground
equipment,
not
just
kind
of
open,
green
space,
but
for
playground
equipment?
Are
we
looking
at
where
there's
a
higher
population
of
school-aged
children
or
children,
who
are
you
know,
people
who
are
much
more
likely
to
use
playground
equipment?
H
Are
we
using
that
data
to
inform
how
we
prioritize?
Obviously
we
can't
resurface
all
our
streets,
so
how
we
think
are
we
doing
the
streets
that
are
more
highly?
What
are
we
basing
these
decisions
on
that?
That
would
help
me
understand
not
only
how
we're
approaching
this,
but
possibly
how
we
can
approach
it
moving
forward.
But
how
are
we
deciding
what
is
prioritizing?
H
What
is
it,
I
think
is,
is
really
important
information,
because
I
don't
think
we're
going
to
get
to
a
point
in
the
short
term,
where
we
find
a
magical
fund
where
we
can
do
all
of
this
work
and
keep
up
with
the
pace
that
we've
heard
today,
every
15
years,
I
think
for
playground,
equipment
or
whatever
it
was,
and
every
20
years
for
it
sounds
like
for
alleys
and
roads,
but
we
can't
start
thinking
about
priority
how
we
want
to
prioritize
our
investments.
G
So
I
I
totally
agree
the
one
thing
I
will
say
that
we
do
pretty
well
in
funding
is
water
main
water
main
has
a
hundred
year
life.
We
fund
one
percent
replacement
per
year,
which,
because
it
was
also
underfunded
for
a
while,
will
probably
not
be
adequate
at
some
point,
but
right
now
it's
keeping
pace
really
well
and
we
work
that
into
our
budget.
But
I
will
tell
you
we
still
don't
pay
for
that
out
of
cash,
we
mostly
bond
for
the
water
main
replacement.
G
So
but
we
have
a
revenue
fund
that
will
pay
the
debt
service
and
it's
built
into
our
water
rates
that
that's
how
we're
going
to
do
it.
So
it's
not
necessarily
the
best
planning,
but
it's
pretty
solid,
and
we
know
that
it
will
mean
that
the
water
main
system
generally
stays
intact
and
manageable
to
do
the
repairs
on
and
we
contrast
that
versus
parks
where
we
probably
have
a
pretty
solid
rule
of
thumb
about
what
we
should
be
doing.
G
Although
playgrounds
are
not
the
only
park,
amenity,
tennis,
courts,
basketball,
courts,
all
those
things
have
a
different
life
and
there
we
we're
just
we're
picking.
What's
failing
whatever
is
in
the
worst
shape,
that's
what
the
maintenance
staff
recommends.
We
do
next
and
so
far
no
alderman
has
ever
said.
No,
when
we
come
to
them
and
say
your
park
is
in
the
worst
shape
in
the
city,
should
we
do
that
next
year,
so.
B
And
bobby
bobby
I'll
tell
you
that
I,
the
third
ward,
had
the
only
park
that
had
either
a
d,
minus
or
f
grade,
and
we
finally
did
get
to
it
and
it
it
had
it
took
30
years.
So
yes,
and
now
it's
it's
just
amazing.
Unfortunately,
it's
turned
into
a
bit
of
an
informal
dog
park.
I
hear
so,
but
I
and
I
believe
our
streets
laura
correct
me.
If
I
have
this
wrong
streets
are,
are
by
most
in
need
and
and
that's
what
we
repair.
H
And
I
think
I
think
we
need
more
criteria
than
that.
I
mean
that's
a
good,
that's
one
good
one,
but
I
think
I
could
rattle
off
like
three
other
ones
that
I
think
we
should
add
to
that.
That
can
help
us
hone
it
in
even
more
it's
a
good
start,
but
I
think
we
can
there's
there's
other
criteria
that
we
can
use
to
better
prioritize,
because
that's
tough,
because
everything
is
failing.
G
H
G
My
decision
or
my
job
is
to
tell
you
what
the
staff
thinks
needs
to
be
done
based
on
what
we
perceive
the
criteria
are,
and
so
far
the
last
five
years.
That
criteria
has
largely
been
fix.
What's
breaking
because
there's
a
lot
of
stuff,
that's
breaking
so
we've
been
fixing
that
stuff
and
we're
not
a
hundred
percent.
I
mean
sometimes
we
we
guess
wrong.
G
A
few
years
ago
there
were
like
14
water
main
breaks
in
a
five
block
stretch
of
central
street,
because
we
were
one
year
off
in
the
year
that
we
were
going
to
replace
the
water
main.
So
for
one
year
those
people
had
to
have
their
water
shut
off
almost
every
other
day
all
summer.
So
it
was,
you
know,
we're
not.
We
definitely
do
not
get
it
right,
all
the
time
we're
doing
our
best,
but
I
am
totally
fine
with
using
other
criteria
that
are
handed.
H
Maybe
as
part
of
that
rfe
or
scope
of
work,
we
can
ask
them
to
what
criteria
would
they
recommend
and
that
can
help
inform
possibly
how
we
think
through
you
know,
roads
and
sidewalks
and
other
things,
but
since
we're
already
going
out
for
an
rfp
for
hopefully
that's
one
of
the
that's
part
of
the
scope
of
work
to
have
them,
develop
a
criteria
other
than
what's
failing,
because
then
I
think
it
leads
us
open
to.
H
You
know
all
right
what
you
know
the
aldermen
who
advocate
for
their
parts,
because
I
have
several
parts
that
I
think
that
I
think
we
all
agree
are
failing,
and
so
you
know
this
is
alderman
that
reaches
out
to
staff.
More
alerting
them
about
the
failing
part,
get
the
investment
in
their
ward
or
is
there
some
other
process
that
supersedes
that?
And
that's
that's
why?
I
think
it's
important
to
have
a
fully
fleshed
out.
You
know
criteria,
because
then
it
opens
it
up
for
kind
of
automatic.
H
You
know
prerogative
or
or
pressure
or
whatever
it
is
so,
but
that's
awesome.
B
Bobby
I
I
can
talk
to
you
offline
about
how
we
have
handled
that
in
the
past
on
the
council
to
to
make
sure
that
there
has
been.
You
know
when
we
have
an
equal
number
of
issue
problems,
and
I
can
talk
to
you
offline
about
what
we've
done
in
the
past
to
make
sure
that
things
that
we
have
a
system
then-
and
it's
not
the
squeakiest
wheel.
B
But
it's
that
it's
something
that
the
council
agreed
on
and
it's
a
plan
that
we
followed
and
I'll
be
happy
to
talk
with
you
about
that
offline.
G
Parks
and
facilities
have
largely
been
based
on
staff,
saying
the
maintenance
issues.
However,
if
for
exa
I'll
use
the
example
of
tennis
courts,
if
residents
are
complaining
that
this
tennis
court
is
out
of
service
and
parks
and
rec
is
taking
these
complaints,
maintenance
staff
is
getting
these
complaints.
I
mean
yes,
if
we
have
like
50
residents
complaining
about
a
tennis
court
that
definitely
elevates
it.
G
So
it
is
a
balancing
act,
but
when
the
staff
is
putting
together
the
cip,
the
things
that
are
maintenance
problems
are
rising
to
the
top,
and
it's
being
done
like
based
on.
What's
breaking
what's
next
now
there
are
projects
that
jump
the
line,
because
there's
community
development
block
grant,
funding
and
tiff
funding
that
can
only
be
spent
in
certain
geographic
areas
and
those
areas
do
get
more
than
what
their
fair
share
is
straight
them
by
straight
numbers,
but
they
are
obviously
prioritized
because
they
had
serious
needs
or
they
would
not
be
in
those
categories.
G
So
we
do
spend
more
in
those
spaces.
Generally
speaking,
and
some
of
those
projects
that
get
done
from
tiff
or
cdbg
are
not
the
worst
situations,
but
they
generally,
nobody
is
just
frivolously
spending
money
on
a
cip
project
that
has
no
no
basis.
There's
there's
not
some
like
hey
we're
going
into
a
a
specific
area
and
fixing
a
perfectly
good
park,
because
that
alderman
complained
more
than
the
other
alderman.
E
G
It
is
not,
but
its
findings
will
likely
be
wrapped
into
the
comprehensive
plan
or
debated
as
part
of
the
comprehensive
plan,
so
we'll
go
out
for
rfp
for
that
shortly.
I
expect
that
to
be
issued
in
the
next
few
weeks,
which
probably
means
that
sometime
around
april
or
may,
a
council
recommendation
will
be
made
as
to
a
consultant
that
we
should
go
forward
with
and
then
that
process,
which
will
probably
take
eight
to
twelve
months,
will
happen.
And
meanwhile,
the
the
comp
plan
theoretically
will
be
going
on
simultaneously
yeah.
G
They
should
be,
I
believe
they
will
be,
but
right
now
it's
just
the
staff
writing
up
an
rfp
okay,
but
yes,
definitely
that
there'll
be
community
engagement
with
the
general
community
about
getting
their
criteria
and
suggestions
and
comments.
There
will
be
engagement
with
maintenance
staff,
there'll
be
an
engagement
with
city
council.
I'm
sure
will
be
a
full
process.
E
Thanks
laura,
I
guess
this
maybe
is
not
a
question
for
you,
but
I'm
still
struggling
to
fully
understand
the
scope
of,
what's
included
in
the
the
broader
comprehensive
plan
and
the
broader
strategic
plan,
because
you
know
we
often
hear
those
being
touted
as,
as
you
know,
one
of
the
cures
for
what
ails
us
right
now
and
I
think
we
have
I-
I
don't
want
to
be
caught
off
guard
in
learning,
sometime
down
the
road
that
what
we
thought
was
going
to
be
part
of
that
plan
was
never
intended
to
be
in
it,
and
we've
missed
that
opportunity
to
you
know
to
solve
problems
more
deliberately,
so
I'm
not
sure
who,
if
anyone
on
this
call,
can
answer
that.
B
Yeah
and
jonathan-
I
I
can
talk
to
you
offline
about
the
last
time
we
created
a
strategic
plan,
I'd
be
happy
to
talk
with
you
about
that
process
and
what
we
went
through.
Initially
I'll
tell
you.
There
were
members
of
the
council
at
the
time
who
were
incredibly
skeptical
about
creating
a
they
didn't,
see
the
the
point
of
it,
and
I
think
it
was
very
helpful
for
us
and
I'd
be
happy
to
talk
with
you
about
what
we
did
before.
B
I'm
sure
that
they're,
probably
new
and
different
ways
of
doing
it
now,
and
also
that
probably
there
are
different
points
of
a
strategic
plan
now
than
there
were
the
last
time.
E
I'm
not
questioning
the
the
benefit.
I
just
want
to
know.
What's
in
it
and
what's
not
so
if
we're
talking
about
something,
that's
not!
We
can
address
that
issue.
You
know
here
now,
rather
than
punting
that
to
later
you
know,
assuming
that
the
strategic
plan
is
going
to
cover
it
or
help
us
prioritize.
B
B
Okay,
you
know
I
want
to
be
mindful
of
our
time
here
and
start
to
think
about
wrapping
this
up.
I
have
that
it's
7
47..
I
think
this
has
been
a
really
useful
discussion.
I
certainly
it's
embarking
on
it,
not
not
in
any
way
reaching
more
than
the
introductory
portion
of
it,
and
you
know,
committee.
I
think,
thoughts
about
where
we
go
next,
our
next
topic
meeting.
I
think,
what
laura
thank
you
laura
and
dave,
stoneback
and
hitach
for
for
this
presentation.
B
B
Sherry
sorry
laura
that
that
that,
in
order
for
us
to
continue
to
move
forward
in
our
work
here,
I
mean,
as
we
can
all
tell
there's-
that
this
committee
is
really
important
and
right
now
there's
the
topic
feels
enormous
and
I
think
we're
gonna
have
to
figure
out
how
to
refine
this
down
so
that
we
actually
are
productive.
B
And
you
know
we're
gonna
have
to
take
issues
one
at
a
time
in
some
way
into.
In
order
for
us
to
be,
I
think
for
us
to
be
useful,
but
I'm
open
to
hearing
from
others
about
that
melissa.
A
Yes
and
the
original
plan
for
this
meeting
was
for
the
pensions,
but
I
think
we
delayed,
because
we
had
a
good
discussion
about
debt
last
month
and
then
we
thought
that
okay,
we
should
first
talk
about
cip,
and
obviously
I
mentioned
that
cip
and
the
related
debt
issue
and
funding
that
would
come
first
to
you
guys
when
we
come
to
you
in
june
july,
with
the
debt
ordinance,
then
the
pension
funding
would
be
later
part
in
october
november
as
a
part
of
the
budget
discussion.
A
But
if
you
want
that,
okay,
let's
have
the
pension
discussion,
that's
a
good
discussion
too,
and
particularly
as
in
the
current
environment.
You
know
what
are
some
of
the
other
communities
doing.
I
can
ask
our
actuary
to
come
and
talk
to
this
community.
B
Committee,
I
I
think
that
would
be
very
useful.
You
know
it's
it's
a
core,
it
is
a
core
issue
for
for
every
municipality
and
it's
certainly
a
core
issue
for
us
and
hitachi.
If
we
could
have
our
actuary
who
presented
whose
name
I
cannot
is
escaping
me
right
now,.
J
I
Yes,
so
we
talked
about
it
before,
but
you
know
I
know
you.
We
can't
have
a
majority
of
a
quorum
meeting
which
would
be
three
because
we're
seven,
so
majority
would
be
four,
so
three
people
can't
meet,
but
two
could
be.
It
just
seems
to
me
if
there
were
like
we
should
think
about
having
folks
if
people
are
interested
and
want
to
take
up
two
people
work
together
to
delve
into
issues
of
bonds.
B
Yeah
claire,
I
I
think
I
don't
disagree
with
that.
No,
I
I
think
that
if
we
have
folks
who
have
a
a
particular
issue,
they
want
to
attack
in
greater
depth.
I
think
that's
a
good
idea.
B
B
Don't
have
to
do
that
and
then
let's
and
let
let
let
hitesh
and
jessica
know
and
the
reason
why
I'm
pausing
is
corporation
council,
would
that
violate
the
open
meetings
act
if
they,
let
us
know
if
everyone
says
I'm
going
to
work
on
this
committee,
I'm
just
trying
to
make
sure
that
no
one
does
reply.
All
remember
this
is
a
critical
point.
F
F
I'm
not
sure
if
oma
has
caught
up
to
google
docs,
so
my
suggestion
would
just
be
to
send
it
to
hitach
and
then
he
can
send
out
the
final
one
and.
M
I
E
For
sure
I'll
submit
one
item
for
consideration
right
now,
I
would
like
to
take
a
look
at
our
financial
reports
and
see
if
you
see
what
has
been
coming
to
council
and
see
if
we
can
evolve
that
into
something
even
more
useful.
M
M
A
I
K
A
I
And
I'd
like
to
say
our
auditor
and
I'm
not
remembering
his
name
right
now,
but
I
did
have
a
long
conversation
with
him
and
he
was
so
happy.
So
it
was
like
the
first
time
a
council
member
had
ever
like
called
him
and
talked
to
him.
So
I
think
any
one
of
us
he
he
seemed
very
amenable
to
you
know
to
to
to
discussing
budget
and
his
assessment
and
how
the
auditing
works
and
and
everything
else.
So
I
can
share
that
name
and
number
yeah.
B
And
the
audit
is
the
you
know:
the
audit
is
presented
to
the
city
council
once
a
year
and
that
usually
is
a
lively
discussion
with
a
lot
of
questions
coming
from
the
council
yeah.
So
I
think
if
everyone
could
submit
their
topics
that
they
would
like
to
work
on
to
hitesh
and
jessica
and
sherry,
if
you
want
to
work
on
that
as
well,
you
know,
I
don't
want
to
give
you
a
job
unless
you've
actually
truly
voluntold
for
it.
You
know,
rather
than.
B
So,
thank
you
that
would
be.
That
would
be
great.
I
really
appreciate
that
anything
else
for
the
good
of
the
order.
Thank
you.
Everyone.
B
This
was
very,
very
helpful
and
a
prize
is
going
to
go
to
the
person
who
has
the
most
interesting
background
next
time.