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From YouTube: City Council Goal Setting -9/30/2013
Description
City of Evanston City Council Goal Setting -9/30/2013
D
D
In
addition
to
the
game,
we
are
also
going
to
have
a
visit
from
a
television
program
called
college
game
day
on
espn.
That
is
a
three
hour.
Pregame
show
that
starts
at
8
a.m.
Central
time
goes
to
11
a.m,
central
time,
and
that
will
also
be
here.
It's
also
homecoming
weekend.
Espn's
morning.
Radio
program
will
originate
here
on
friday.
So
it's
going
to
be
a
busy
busy
weekend.
D
E
This
will
be
a
quick
overview
of
our
efforts
and
we're
coordinating
extensively
with
nu
and
nupd.
This
is
that
the
first
time
that
ohio
state's
gun
town,
we
anticipate
large
crowds.
The
nuance
of
this
one
is
because
of
both
teams
being
undefeated,
there's
a
little
more
immediate
attention
with
espn
game
day
and
for
those
of
you
who
are
not
rapid
football
games.
This
is
a
big
deal.
This
is
a
huge
logistical
effort
by
epc
and
espn.
E
He
has
committed
to
a
significant
upgrade
in
staffing:
approximately
50
million
police
officers
from
4
am
saturday
morning
and
to
4
am
sunday
morning,
because
this
will
be
almost
a
24
hour
event.
Epd
has
also
reflected
that
staffing
and
we
are
enrolled
in
our
specialized
units
in
the
control
function.
For
that
period,.
E
As
you
know,
the
tv
show
will
end
at
11.,
kickoff
snack
till
that's
a
lot
of
time
for
fans
who
will
have
a
heavy
presence
in
the
downtown
and
in
the
neighborhoods
pregame.
Also
as
usual.
There's
a
tuesday
morning
football
meeting.
It
will
be
intended
by
all
of
the
rover,
along
with
representatives
of
nu,
mupd
and
epd,
to
discuss
the
logistics
that
go
into
this
excuse.
E
At
the
manager's
behest,
I'm
here
tonight
to
assure
you
and
the
community
that
plans
are
in
progress
to
anticipate
this
event.
It
should
be
a
fun,
a
fun
time
for
all
all
crowded,
but
also
I
don't
want
to
leave
out
on
this
busy
weekend.
It's
also
evident
evanston
township's
homecoming,
so
we
have
old
events
occurring
simultaneously.
E
E
G
C
E
D
So
if
residents
have
questions
or
concerns
about
really
anything
that's
going
on
over
the
weekend,
they
should
call
3-1-1,
we'll
also
have
folks
from
the
city
management
staff
with
chief
edington
and
u's
command
post
throughout.
So
if
anything
else
goes
bump
we'll
be
ready
to
respond
as
quickly
as
we
can.
D
D
To
raise
is
as
a
sad
one
in
that
matt
swakowski,
our
intergovernmental
affairs
coordinator
is
leaving
the
city
his
last
days.
On
friday
we
will
miss
matt
very
much.
I
know
many
of
you
have
worked
very
closely
with
matt
over
the
last
several
years.
He
created
a
job
that
didn't
exist
when
he
arrived
here
in
evanston,
working
with
staff
of
our
legislators,
coordinating
evanston
dave
springfield
working
closely
with
the
staff
of
the
cta
and
metra.
D
So,
madam
mayor,
the
business
for
the
this
evening
is
to
continue
the
discussion
regarding
strategic
planning
and
the
council's
six
goals.
What
we
thought
would
make
sense
would
be
to
try
to
tackle
three
of
them
this
evening,
which
are
around
infrastructure
and
then
tackle
the
remaining
three
at
an
additional
meeting
of
the
first
part
of
november,
jim
nander
has
come
back
to
join
us
to
help
walk
through
sort
of
the
the
strategies
behind
some
of
the
goals.
D
C
J
J
Ahead
good
good
evening
autumn-
and
here
I'm
ellen
alexander
and
I'm
here
tonight
on
behalf
of
north
of
no
park
sale,
a
group
that
you're
familiar
with.
I
think-
and
you
know
especially-
and
this
is
a
short
statement
but
a
fervent
statement.
As
you
know,
we're
our
position
has
consistently
been
and
remains
that
the
life
should
remain
open
and
available
through
recreation,
community,
educational
and
cultural
benefit
for
all
evidence
in
residence,
and
that
no
lake
pronoun
power
plant
should
be
used
for
private
for-profit
development
and
private
markets.
J
J
A
Well,
I
was
thinking
about
this.
Did
you
were
talking
about
north
western
plain,
northwestern,
improved
quite
a
bit
40
years
ago,
I
watched
them
play
the
university
of
michigan
the
end
of
the
first
quarter.
They
run
the
squishy
and
run
the
score
up
25
points
and
they
dumped
the
entire
bench
on
the
field
play
northwestern,
but
it
seems
like
northwestern,
improves
and
northwestern
improved
a
lot,
it's
sort
of
like
interesting.
K
A
A
I
also
gave
every
alderman
here
a
foia
file.
Basically
you
can
read,
you
know
I
can
read
it
very
detailed.
I
circled
up
what
I
said
in
the
foia.
The
bottom
line
is
I
keep
on
telling
you?
How
do
you
run
a
business,
a
water
business
that
you
don't
even
know
you
don't
even
understand
it's
profitability.
A
A
Is
going
to
make
money
that
really
is
driving
a
capital
program
and
spending
money
and
charging
rate
payers
money
when
they
don't
know
what
they're
doing?
I
think
that's
really
very
a
great
concern
to
me
really
the
big
there's
another
issue
here
that
and
I
spoke
about
it.
There
seems
to
be
a
lot
of
lack
of
accountability
for
capital
when
I
recently
questioned
cash
flow,
someone
just
got
up
and
said:
well
we're
going
to
spend
2
million
more
dollars.
Well,
really,
where's
your
cash
flow
projections.
A
A
J
A
C
M
L
L
L
A
lot
of
the
information
that
we
provide.
You,
and
even
some
of
the
recommendations
I
mean
we
are
in
in
dire
straits
as
it
relates
to
the
the
street
conditioning
and
then
we
want
to
get
more
detailed
information
and
that's
what
we're
requesting
to
an
update
to
the
park
study
that
was
done
in
2000.
So
we
want
to
go
back
and
upgrade
that
to
also
give
you
that
information
and
then,
as
well
as
we're
focusing
on
some
of
the
facilities
and
the
splitting
up
of
things,
nothing
happens
in
a
vacuum.
L
So
what
happens
as
a
result
when
we
shift
one
place?
You
know
time
still
goes
on,
so
the
facilities
gets
older.
The
streets
get
older.
So
we
really
have
to
think
about
how
we're
gonna
fund
it
and
what
the
community's
standards
are
and
and
then
what
the
priorities
are
to
get
it
done.
So
we
can
figure
out
how
to
improve
everything
overall.
So,
having
said
that,
I'm
going
to
have
to
come
forward
and
talk
to
you
about
facilities.
N
N
O
D
D
P
N
N
N
N
So
again,
that
gives
us
a
feel
for
how
we
how
we
invested
in
our
facilities
in
the
last
few
years
now
moving
forward
to
the
2014
project.
Again,
there
are
lists
of
16
projects
and
sites
shown
on
this
spreadsheet
around
the
corner.
So
we
need
to
have
a
discussion
about
completing
some
of
the
projects
that
I
either
started
in
in
2013,
or
we
need
to
begin
early
in
2014
and
move
forward
and-
and
there
are
three
columns
here-
that
shows
that
could
show
how
the
funding
would
be
spent.
N
For
example,
the
first
call
from
left
is
the
project
name.
Second
column
shows
the
general
obligation
box.
Those
are
the
new
monitors
that
we
will
ask
people
in
the
coming
months
and
and
probably
next
year
to
approve
for
the
projects
that's
2.2
million
dollars
carry
over
is
the
funds
from
2013
that
again
they
were
appropriate
for
the
projects,
but
they
were
not
a
spending
project
but
again
to
complete
what
we
have
started
and
then
the
fourth
column
which
are
other
sources.
N
D
An
order
of
magnitude
is
probably
two
to
three
times
of
what
we've
been
spending
is
what
we
should
spend.
I
think
we
one
of
the
challenges
is
that
if
you
look
at
the
sheer
number
of
facilities
that
we
have
for
city
under
100
000,
I
would
say
we're
probably
close
to
double
the
number
of
facilities
that
other
cities.
You
know.
Even
you
know,
humayun
came
from
a
city,
we
generally
like
to
compare
ourselves
to
ann
arbor
michigan,
and
they
don't
have
a
fraction
of
the
of
the
city
facilities
that
we
have.
K
N
D
N
N
N
Q
J
N
N
N
N
N
R
It's
going
to
the
committee
the
week
of
the
seventh
so
next
week
and
then
based
on
direction
from
the
committee
of
three
members,
three
aldermen
and
three
citizens
on
various
boards,
we'll
move
forward
from
there.
It
will
be
in
enough
of
a
condition
that
we'll
be
able
to
come
forward
with
recommendation
on
options.
So
how
do
we
proceed
with
a
full
blown
replacement
or
any
other
options?.
R
N
N
N
N
O
I
think
if
we
looked
at
the
numbers,
we
would
find
that
it
is
not
a
temporary
storage
facility
that
has
actually
been
used
for
storage
longer
than
it
was
a
recycling
center.
I
believe
so.
You
know
I
mean
that's
a
fact.
It
is
serving
a
very
important
purpose
for
us
ever
since
our
storage
facility,
I
think,
on
jack
jackson,
our
yeah,
since
we
lost
that,
so
it's
serving
a
purpose.
It
is
not
superfluous.
Building
at
this
point,
although
it
does
require
these
other
cancers.
N
O
D
O
D
N
M
M
M
K
O
L
In
issuing
more
bonds
to
finance
things-
or
you
know,
there'll
just
be
a
variety
of
options.
So
when
we
look
at
one
of
the
reasons
why
we're
studying
leave
center,
for
example,
we
have
some
structural
issues
there,
so
which
is
a
concern
for
us.
So
we
want
to
do
an
evaluation,
even
though
that's
a
fairly
new
or
one
of
the
newer
recreational
community
centers,
and
so
we
just
want
you
to
have
more
data
so
that
you're
making
good
decisions.
L
So
we
want
to
give
you
all
of
that
in
the
direction,
and
I
mean
that's
really
what
we're
trying
to
accomplish
in
this
whole
strategic
thought
process
and
just
right
now,
what
we're
doing
is
we
come
to
you?
You
go
with
grants
ahead
of
time
saying
this
should
be
a
project
because
we
distribute
priorities
for
it,
and
so
then
that's
where
the
focus
goes,
but
sometimes
we
don't
always
connect
the
dots.
L
M
H
D
Some
facilities
are
available,
some
aren't
available,
then
there's
the
costs
associated
with
them
and
what
we
think
makes
sense,
especially
from
a
park
perspective,
is
to
try
to
identify
those
park
facilities,
those
field
facilities
within
school
grounds,
not
all
of
them,
but
perhaps
a
handful
of
the
most
important
and
then
work
with
the
school
district
to
see
what
additional
use
we
can
have.
There's
not
new
space
to
buy
for
park
space,
there's
not
a
place
in
evanston
that
we're
going
to
be
able
to
purchase
for
a
new
james
park.
D
As
I've
been
talking
to
mr
mcrae
and
mr
darniker
about
the
future
of
how
we
focus
more
on
programs
in
the
parks,
recreation,
community
services
department
having
more
facilities
is
key,
but
we
aren't,
we
can't
afford
to
build
them
ourselves.
So
those
partnerships-
and
I
think
the
schools
are
the
most
interesting.
You
know
the
open
streets
concept.
There
was
an
event
that
was
held
this
summer
at
dempster
and
chicago,
which
I
think
was
very
well
received.
The
question
is:
should
we
do
more
of
that?
You
know
it
was
a
one-off
event.
D
M
L
Streets,
you
saw
this.
We
talked
about
the
2014
street
resurfacing.
This
is
basically
the
percentage
of
roads
by
ward,
along
with
the
primary
route,
which
belongs
to
all
the
city,
that's
kind
of
how
we
classify
things.
The
next
slide
shows
you,
where
we've
resurfaced
so
the
percentage
of
the
who
knows
where
how
we
resurface
for
those
and
the
criteria.
L
L
C
L
L
P
L
L
G
L
L
L
Plan
and
it
took
us
seven
years
to
complete-
and
some
of
it
has
to
do
with
you
know
if
there
is
like
the
I'm
gonna
pick
maple,
but
that
was
a
tip
project.
But
if
you
have
a
development
nearby,
there
may
have
been
a
need
for
in
order
to
attract
more
business,
we
decided
that
we've
upped
the
the
priority
to
resurface
those
streets
so.
L
Impacted
the
five
year
plan
and
then
what
we
talked
about
earlier:
the
impact
of
grant
and
tiff
funding
so
that
when
that's
available,
even
if
it's
not
the
entire
project,
sometimes
that
increases
the
priority,
because
we
have
that
other
money
to
leverage
against
the
overall
cost.
Then
we
also
try
to
put
into
everything
that
we
do
award
at
meaning.
L
As
a
result
of
this,
what
this
is,
this
is
the
resurfacing
comparison.
This
is
the
pie
chart
that
we
showed
before
that
was
the
percentage
of
the
city,
and
then
the
percentage
resurfaced.
So,
as
I
kind
of
mentioned,
they
kind
of
line
up.
This
is
what
we
have
done
so
far.
So
using
that
methodology,
this
is
how
things
have
ended
up,
which
is
pretty
close
to
evil.
So.
C
L
No,
it's
you
know,
because
deterioration
could
happen
depending
on
this
type
of
traffic.
It
may
happen
very
quickly
than
others,
so
the
the
process
that
we
use
is
we
have
the
streets
evaluated.
All
the
streets
are
evaluated
every
five
years.
The
residential
streets
are
typically
evaluated
every
ten
years.
This
last
two
years.
Well,
the
last
two
evolutions.
We
actually
did
all
the
short
both
times,
because
I
wanted
to
see
kind
of
where
we
are
so
that
we
have
the
residential
rating.
K
L
Your
result,
it
will
result
in
the
very
poor
streets
so
when
you
just
focus
on
the
primary
streets
as
the
the
study,
that
tends
to
be
all
the
data
that
we
have,
and
so
that's
what
was
given
and
that's
how
priorities
are
set,
but
it
doesn't
take
into
account
the
weather
industry.
So
now
that
we
have
those
data
that
date
of
the
two
evolutions
we've
been
able
to
kind
of
place
some
catch
up.
L
So
and
then
this
this
next
slide
just
gives
you
a
summary
area
by
area
going
by
the
very
four
at
the
top
and
how
much
is
the
cost
to
take
care
of
the
primary
routes.
So
if
we
just
went
and
said
we're
going
to
take
care
of
all
of
the
very
first
reasons
about
3
million,
I'm
sorry
4
million
dollars
in
addition
to
what
we
already
have
for
between.
So
people
are
going
to
say,
you're
going
to
have
151
billion
more
for
street
resurfacing.
L
D
S
O
S
O
G
G
D
F
G
N
S
While
you
and
I
talked
in
the
spring
about
doing
an
analysis
of
our
sidewalks
and
I've
noticed
as
I've
been
walking
that
all
of
our
sidewalks
have
marks
on
it
now,
and
so
I
want
to
understand
what
the
result
is
of
that
that
analysis
that
I
requested,
I
think
we
put
an
intern
on
it
this
summer.
Is
that
correct,
except
they
asked.
M
L
C
Director
robertson,
what
restricts
our
ability
to
replace
sidewalks?
Is
it
the
resident's
willingness
to
undertake
the
cost
of
replacing
their
sidewalk,
or
is
it
our
our
funding
ability
or
is
it
both?
And
so
I'm
wondering?
Are
we
incentivizing
by
shifting
more
of
the
cost
to
residents,
or
are
we
just
freeing
up
more
funds
from
the
city
to
be
able
to
invest
in
sidewalks.
L
L
L
T
Dealing
with
missing
sidewalks,
I
think
there
are
quite
a
few
areas
in
the
sixth
ward
that
there's
something
never
was
a
cyclone
and
a
lot
of
those
places
have
been
planted
with
older
trees.
I
mean
are
not
probably
going
to
work
out,
but
there's
some
significant,
there's
very
significant
places
that
need
need
something
like
a
sidewalk.
L
T
Because
I
mean,
if
we
impose
some
of
these
sidewalks,
they
can
do
people
owning
the
property
or
might
be
opposed
post
that
much
less.
You
know
ask
them
to
pay
for
it.
They
might
not
really
want
in
the
first
place,
but
you
know
there
are
groups
of
neighbors
that
would
like
to
see
some
of
the
subways
completed,
especially
accessing
central
business
district
and.
L
And
I
think,
on
my
unit
on
this
schedule,
I
have
been
there,
at
least
in
the
second
and
sixth
award,
that
we
have
to
kind
of
talk
about
what
opportunities
there's
additional
money.
That's
the
sidewalks
that's
being
proposed
for
next
year,
and
then
we
also
have
the
opportunity
to
you
know:
do
more
replacements
through
our
own
city
staff
himself.
T
T
L
K
L
T
K
T
O
N
H
B
I
was
just
going
to
comment
on
the
outside
walks
that
are
operated
by
trees,
our
parkway
trees,
and
that
is
one
of
the
most
common
complaints
that
I
get
from
residents.
When
the
tree
have
a
you
know,
a
group
from
the
sidewalk,
and
I
know
that
it
can
be
replaced,
but
then
business
feel
like
they
don't
need
to
pay
any
of
it,
and
I
believe
that
the
practice
had
been
that
you
still
ask
for
50
50
and
if
you
don't
get
it
no.
K
B
B
B
A
A
L
L
The
last
area
is
the
alley
program,
so
we
have
about
70
miles
of
alleys
and
41.7
miles.
Just
a
little
over
half
are
actually
paved,
so
we
started
out
prior
to
19
the
1990s,
where
the
synthetic
residents
actually
were
responsible
for
100
percent
of
alley
resurfacing,
and
then
the
participation
window
and
city
council
came
up
with
a
new
methodology
that
they
would
pay
50
percent.
L
G
L
O
M
L
So
much
like
the
the
right
away
street
situation
of
city,
property
or
any
other
public
utility
right
away
is
that
area
that
is
also
covered
by
the
city.
So
the
city
would
cover
it's
50
and
then,
if
say,
half
of
the
alley
was
a
city
park.
The
city
was
playing
50
and
25
for
being
a
captain
of
the
property,
so
the
residents.
L
C
L
Total
cost
and
in
cdbg
areas
we
have
two
different
programs,
one
if
you're
in
a
cdbg
area,
and
it's
a
alley
that
was
collected,
that
the
cdbg
fund
funds
pays
the
50
percent
resident
share
in
the
city,
and
then
we
also
have,
if
it's
in
the
cdbg
area,
that
we're
doing
in
alley.
But
it's
not
the
50-50,
the
they
can
income
qualify.
So
it
depends
on
what
program
the
alderman
selects
for
the
particular
ally.
L
L
D
U
L
D
D
I
We
believe
that
that
program
is
very
successful
in
hitting
its
major
objective
in
which
was
to
mitigate
sewage
backups
in
the
basements.
So
we
feel
that
that
program
has
been
very
successful.
Our
next
most
expensive
cost
is
operation
and
maintenance
and
then
qualify
our
capital
improvement
program.
We
generally
ask
for
a
million
dollars
in
capital
improvement
programs
in
a
regular
fund,
and
then
we
also
try
to
obtain
high
eq
loans
to
help
us
rebuild
service
as
well.
I
I
It's
basically
a
sanitary
sewer,
that's
where
it's
sized
for
it's
not
very
much
larger
at
all,
and
then,
when
you
built
the
reduced
combined
sewer
system
from
1990
to
2010,
its
main
purpose
was
to
prevent
sewage
from
backing
up
in
the
basement.
What
evanson
lacked
was
the
ability
to
get
stormwater
to
the
deep
tunnel
project
to
the
district's
park
project
and
that's
what
the
relief
sewer
did
and
then
our
third
system
is
the
storm
service
system.
I
One
note
on
this:
for
the
combined
cylinders
system.
We
are
regulated
by
the
national
pollution
discharge,
illumination
system
or
npbs
permit
that
we
have
to
obtain
and
under
the
storm
sewer
system,
we
are
required
to
meet
the
initial
separate
storm,
sewer
system
or
finesse
four
frame
requirements,
so
we
aren't
better
educated
above
those
systems.
I
I
I
This
map
depicts
the
the
large
diameter
36
inch
or
larger
diameters
that
remains
in
the
combined
sewer
system.
The
green
are
the
sewer
mains
that
have
already
been
rehabilitated
in
the
red
is
somewhat
misleading.
It
indicates
that
they
have
not
been
rehabilitated,
but
there
are
approximately
three
miles
of
larger
damage
to
remain
at.
It
has
been
replaced
with
new
concrete
fight,
so
I
should
get
a
third
color
up
there,
showing
there
were
sewer
lanes
that
don't
need
wood,
so
we
have
about
seven
miles
that
need
to
be
rehabilitated
and
prior
to
2013.
I
We
had
one
mile
debilitated
of
that
seven
miles
in
2013.
We
actually
were
able
to
rehabilitate
1.3
miles
using
a
3.1
million
dollar
room
for
the
ipa.
We
also
rehabilitated
another
quarter
mile
using
600
000
from
two
different
tips
funds,
so
we
actually
practiced
one
and
a
half
miles
of
large
down
there
in
2013.
I
I
We
already
have
that
loan,
so
that
will
start
in
2014..
We
are
lined
up
with
the
ipa
continued
steve
loans.
We
hope
to
do
another
1.5
miles
between
2015
and
2017
in
loan
offers
that
the
ipa
has
already
indicated
that
I'm
on
a
fast
track
again,
and
so
hopefully
by
2017,
we'll
have
rehabilitated
67
of
the
large
scavenger
sewers
and
to
me
that's
a
good
thing
because
that's
the
area,
I
thought
we
weren't
meeting
our
goal
at
all.
Alderman.
I
I
This
map
represents
the
relief
sewer
system
and
again
this
is
where
we
spent
the
210
million
dollars
to
convey
stormwater
out
to
the
car
system.
The
other
part-
that's
not
really
shown
on
this
map,
are
the
restrictors
that
went
into
the
drainage
structures
they're
still
connected
to
the
confined
sewer.
So
the
whole
purpose
of
this
plant
was
that
we
didn't
put
a
new
storm
sewer
on
every
street.
That
was
going
to
be
the
cost-effective
way
of
doing
it
at
210
million
dollars.
I
That
was
a
cheaper
route,
and
then
we
put
restrictors
in
the
drainage
structure,
they're
still
connected
to
combine
sort
that
keeps
the
water
up
on
the
street
and
it
will
for
at
least
an
hour
to
an
hour
and
a
half
after
the
rain
event
is
over
and
if
it
gets
too
high,
the
water
flows
downhill
and
it
is
intercepted
by
the
release
sewer.
But,
yes,
we
will
have
stormwater
on
the
street
for
considerable
amount
of
time.
We
feel
that
that
is
better
on
the
street
than
the
sewage
water.
I
K
I
When
we
had
that
rain
event
and
deep
fun
was
already
fulfilled
at
one
o'clock
in
the
morning,
the
heavy
rain
didn't
come
until
four
o'clock.
In
the
morning
the
canal
level
rose
the
level
I've
never
seen
it
out
before
it
actually
popped
to
the
top
of
the
watts
of
the
wilmette
harbor.
So
it
was
the
hydraulic
grade
line.
There
was
very
high
if
your
basement
elevation
was
lower
than
that
elevation.
I
Thank
you.
This
is
the
storm
sewer
system.
The
depart
in
the
northern
portion
was
built
as
part
of
the
release
tour
program.
This
is
a
storm
sewer
system
because
it
goes
to
the
canal
and
the
where
the
lake
does
not
connect
the
park
in
any
way,
shape
or
form.
So
all
the
water
here
discharges
just
now
the
part
of
the
south
west
portion
of
the
city.
Some
of
that
was
built
in
the
late
1980s.
I
As
they
retained
the
streets
and
then
some
of
them
got
extended
during
the
storm
program,
that's
basically
about
a
20
year
old
sister.
So
we
are
also
beginning
to
fund
money
now
for
an
annual
stormwater
management
program
in
2014.
We
allocated
450
000
to
this,
and
our
intent
is
to
keep
stormwater
out
of
the
combined
storage
system
so
that
whole
250
thousand
dollars
was
spent
in
conjunction
with
the
davis
group
project.
I
I
The
opportunities
that
we're
looking
for,
we
hope
to
work
with
public
works
to
see
what
other
projects
are
coming.
I
understand
some
city
parking
lots,
maybe
page,
that's
an
opportunity
to
put
the
support
statement
in
and
then
other
large
street
projects
that
they
do.
If
we
can
do
that,
we
will.
The
other
goal
is
if
you
can't
come
up
with
those
projects.
I
With
any
capital
improvement
program,
we
have
to
have
maintenance.
We
do
a
lot
of
in-house
maintenance
by
ourselves,
so
we
we're
cleaning
drainage
structures
and
pipelines
in
one
third
of
the
city
every
year
to
make
sure
that
we
don't
have
grass
going
down
the
drainage
structures
and
the
sewers
actually
flow
closer
to
the
remains
under
the
streets
that
are
proposed
and
resurfaced,
and
then
we
do
regular
maintenance
on
the
sewer
infrastructure.
I
So
that's
good
any
questions
about
the
sewer
system
before
I
jump
into
the
distribution
system,
okay,
moving
right
along
this
is
a
map
that
you've
all
seen
before
the
the
red
indicates.
The
water
means
that
are
over
100
years
old,
gold
or
brown
indicates
we're
names
that
are
80
to
100
years
old.
We
have
a
total
of
157
miles
of
water,
main
fight,
87
miles
or
55
are
over
80
years
old.
I
So
we
we
we
currently
are
probably
spending
more
money
than
a
lot
of
municipalities
in
the
north
shore
area
on
water
main
replacement.
But
I
think
we
have
overwater
means
in
a
lot
of
municipalities
in
evanston
as
well.
At
some
point,
we
may
run
into
a
fence
where
one
percent
won't
be
enough,
but
at
this
time,
except
for
central
street
a
year
or
two
ago
we
haven't
had
those
consistent
water
main
breaks
that
I
would
say
you
know
it's
big
time.
We
need
to
do
more.
I
I
think
that
we're
handling
it
fairly
well,
at
our
one
percent
rate,
I
would
encourage
you
to
allow
us
to
use
tiff
funding,
as
tiff
funding
becomes
available
to
replace
other
water
mains
you're
using
it
currently.
Can
you
watch
the
national
data
stream
and
there's
other
opportunities
for
us
to
do
this
as
well?
The
one
water
main
that's
very
hard
to
see
up
here.
It's
highlighted
in
black,
but
it's
a
30
inch
water
main
that
originates
at
the
water
plant
and
pretty
much
runs
down
into
downtown
evanston.
I
It's
also
a
major
portion
of
a
loop
that
starts
there's
24-inch
water
main
that
goes
off
that
moves
around
the
perimeter
of
the
city
as
well,
and
if
that
water
main
board
failed,
would
be
a
big
issue.
We've
had
two
failures
on
it
already:
we
they
occurred
during
the
day.
We
were
able
to
observe
them
and
fix
them
rapidly.
I
O
U
J
I
That
will
do
larger
than
24
inch
diameter
water
main
and
you
can
get
it
for
a
smaller
water
main,
but
I'm
not
very
confident
in
the
water
tightness
reconnection
of
the
water
surfaces
that
come
off,
that
water
they're
doing
it
around
the
country,
and
you
know,
but
it's
relatively
new.
It
hasn't
been
out
there
for
15
years
and
I'm
afraid
right
now,
looking
at
what
I've
seen
that
they
can
make
it
watertight
for
right
now.
But
I
don't
know
that
it
will
be
water
tight,
50
years.
G
H
G
H
I
If
you
look
in
the
cip
program,
that's
coming
out,
we
actually
in
west
evanston
tip.
I
think,
we've
allocated
close
to
we've
asked
we've
identified
five
million
dollars
of
need
of
watering
in
the
west
evidence
of
the
tif.
We
identified
2.7
million
dollars
in
the
chicago
maine
and
another
half
million
dollars
in
the
washington
national
tip.
So.
A
R
Just
a
couple
of
clarifications,
the
washington
national
tip
has
said
the
zero
error
from
the
cfp.
News
has
had
significant
reversals
in
the
assessed
valuation
so
to
say
that
it
can
pay
for
the
entire
water
main
project.
This
is
not
the
case
in
the
future,
but
it
cannot
now.
The
west
efficient
would
move
those
projects
out
to
the
fifth
year
of
a
cip,
because
those
that
tip
is
not
going
to
have
the
funding
for
those
projects.
R
I
I
So
that's
that
story
and
again
we
do
a
lot
of
in-house
work
in
the
distribution
system.
The
water
mains
are
old,
but
the
fire
hydrants
program,
98
of
the
fire
hydrants,
are
less
than
50
years
old,
70
of
the
valves
for
less
than
50
percent
old.
So
we
do
have
a
fire.
The
hydrants
aren't
going
to
work.
If
we
do
have
a
main
break,
we
can
isolate
a
smaller
area
to
fix
that
mean
because
the
valves
are
working
as
well.
We
do
leak,
detection
programming
and
backlash
we're
in
the
current
budget.
I
We
bought
new
leak
detection
equipment.
It's
working
fabulous
for
us.
We're
able
to
check
a
lot
more
of
the
of
the
city's
water
mains
now
and
identify
leaks
to
get
them
corrected
as
soon
as
possible,
and
the
last
thing
that
we
instituted
in
2012
was
a
cross-connection
control
program.
We've
actually
increased
the
number
of
devices
that
are
out
there
from
one
thousand
four
hundred
when
we
started
the
program
in
2008
and
we
currently
have
doubled
it.
We
have
2
800
devices
that
we're
now
keeping
track
of
to
make
sure
the
order
is
safe.
I
K
B
R
I
And
with
those
facilities,
we've
actually
done
some
testing
of
the
concrete
over
there
and
it's
in
accurate
condition
after
being
100
years
old,
so
we're
doing
some
plant
reliability
improvements
and
that
will
allow
us
to
get
almost
the
same
quantity
of
water
through
our
12
new
filters
and
be
able
to
take
the
first
12
fillers
out
of
service
for
repairs.
If
we
need
to
do
that,
our
finished
water
reservoir,
five
million
gallons
again,
we
had
a
concrete
analysis
completed
on
that.
I
D
So
that
I'm
raising
my
red
flag,
that
that
property
is,
we
have
a
lease.
That's
with
northwestern
that
says
that,
as
long
as
there
is
a
water
plant
next
door,
we
may
have
a
reservoir
there.
The
location
of
that
reservoir,
interestingly,
is
the
front
door
of
the
new
athletics
facility,
and
so,
as
we
talk
with
the
university
about
what
our
options
would
be
for
that
reservoir.
D
At
this
point,
we
think
our
best
option
is
to
leave
the
reservoir
there
and
not
move
it
across
the
street,
and
so,
as
we
are
talking
with
the
university.
Now
is
the
time
for
us
to
sort
this
out
before
they
build
this
large
athletic
facility
on
the
doorstep
of
the
reservoir.
So
that
is
going
to
be
a
point
of
discussion
between
the
city
and
northwestern
university
here
over
the
next
12-18
months.
I
I
We
had
a
we've
had
an
engineer.
Look
at.
We
can
still
meet
treatment
requirements.
We
just
have
to
coordinate
our
pump
changes
very
well
to
be
able
to
run
with
five
million
that
that
we'll
still
have
at
the
water
plant.
We
normally
have
10
millions
gallons
in
storage
down
five
million
if
we
take
the
reservoir
out.
So
you
just.
I
Many
other
fight
intake
improvements.
We
are
getting
along
from
the
ipa
to
put
a
heated
intake
system
and
replace
the
muscle
system
in
our
48
inch
diameter
intakes
and
then
we're
looking
at
new
meters
in
the
chemical
feed
project
the
floor
plan.
Everybody
should
be
aware
that
we're
doing
the
meter
reading
system
upgrade
and
going
around
to
everybody's
home,
putting
in
the
new
nyu's
and
then
another
key
factor
is
the
standpoint
painting
we.
These
were
actually
a
little
bit
later
in
our
cip,
because
the
raspboard
needs
to
be
replaced
three
years
out.
O
I
I
The
vast
majority
of
work
that
we're
doing
is
actually
just
replacing
the
little
gray
box.
That's
on
the
exterior
of
people's
homes,
so
we
aren't,
we
are
knocking
on
those
if
they,
if
they
need
to
get
inside,
to
replace
the
miu
that's
inside
or
the
meter
they're.
Those
people
are
receiving
letters
and
phone
calls
saying
that
we
need
to
schedule.
You
need
to
schedule
an
appointment
with
us.
Please
don't
let
anybody
into
your
building
unless
you
already
have
a
pre-scheduled
appointment
or.
I
I
The
major
projects
that
have
been
completed
at
the
water
plant
over
the
last
20
years.
There
was
a
big
capital
improvement
program
in
1982,
but
since
then
we
haven't
really
done
a
whole
lot.
We've
done
some
maintenance,
but
we
did
put
the
heated
intake
in
the
1950s
and
I'm
sorry
54
inch
diameter
intake.
We
removed
all
the
asbestos
in
our
building,
which
is
a
multi-year
project.
We
improved
the
12
piece
builders
increasing
their
their
rating
and
reliability.
I
D
Dave,
I
think,
in
the
interest
of
time
I
think
the
council's
pretty
familiar
with
our
current
discussions
on
the
water
sales.
Maybe
we
can
just
go
to
the
lincolnwood
slide.
I
think,
as
the
council
is
aware,
we
have
been
working
with
the
village
of
lincolnwood
on
a
proposal
we're
in
the
final
stages
of
that
proposal
and
should
have
additional
information
for
the
council
here,
probably
in
the
next
45,
to
60
days
the
outlook
for
the
remainder
of
the
wholesale
water
customers.
D
We
continue
to
meet
with
niles
park
ridge
and
des
plaines
morton
grove
glen
you've
also
expressed
interest.
The
northwest
water
commission,
our
partners
for
a
number
of
years
are
also
meeting
with
many
of
these
communities.
So
all
of
this
is
in
play
right
now
and
we'd
be
happy
to
answer
any
questions.
The
northwest,
suburban
municipal,
joint
action,
water
agency,
also
known
as
nimzy
jawa,
which
is
a
set
of
seven
additional
communities,
including
schaumburg,
again
states
elk
grove
village.
D
I
I
There's
so
many
different
options
and
everybody
has
to
do
to
do
diligence
to
make
sure
what's
the
best
route
to
go,
that
it
is
taking
time.
I
don't
think
anybody's
going
to
come
back
and
say
they
can
find
water
cheaper
or
better
quality
than
what
they
get
from
evanston
and
we
are
basing
our
soyuz
race
on
a
true
faucet
service
study
based
on
the
energy
standard
awa
standard
for
setting
rates,
which
then
protects
the
edison.
U
We
met
in
this
room,
this
group
and
the
council,
its
15
goals
for
2013
and
narrowed
those
to
its
key
categories
and
and
two
subsets.
One
is
a
capital
improvement
program
and
the
other
is
the
programmatic
side.
Tonight
we
are
dealing
with
the
capital
improvement
side
as
you
well
aware,
because
of
the
excellent
presentations
that
you've
had
so
far
tonight,
covering
your
capital
facilities,
your
parks,
your
streets,
your
water
utility
and
your
wastewater
utility
and
storm
drainage
system.
So
that
is,
is
basically
your
city's
safety
net.
U
U
So
tonight
it
was
broken
down
into
a
couple
of
categories
and
the
goal
side
of
this
was
set
last
time.
The
next
step
in
this
process
is
setting
up
objectives
and
in
particular,
we
want
to
clarify
what
you
want
done
in
the
upcoming
2014
budget
year
and
beyond
so
capital
the
capital
side
of
things.
All
of
these
elements
are,
are
not
short-term
prospects
in
any
way
shape
or
form
even
to
build
something
you're
going
through.
I
believe
it's
the
davis
street
reconstruction
right
now.
The
construction
itself
is
extensive
time
consuming
disruptive.
U
How
long
did
it
take
you
to
plan
before
that?
How
long
did
it
take
you
to
assemble
the
financing
for
that
capital
projects
are
multiple
year,
sometimes
multiple
decade,
projects,
and
hopefully
they
last
for
multiple
decades
too,
but
not
always,
and
sometimes
they
can
be
repaired,
but
sometimes
they
have
to
be
replaced.
So
all
of
that
is
very
long-term
thinking
and
part
of
what
you
talked
about
last
time
was
the
need
to
data
mine.
U
What
you?
What
information
do
you
need
to
really
make
good
decisions
about
how
to
look
at
your
capital
infrastructure
from
a
priority
standpoint
and
then
ultimately,
from
a
funding
standpoint,
because
that's
as
we
talked
before
the
elephant
in
the
room,
how
do
you
pay
for
big
ticket
items
and
the
history
of
municipalities,
dealing
with
capital
infrastructure
is
is
a
difficult
history.
U
It
is
so
much
easier
to
keep
programs
of
people
going
than
it
is
to
really
seriously
look
at
your
infrastructure,
primarily
because
of
the
cost
and
the
time
involved
and
cities
have
tended
not
to
invest
their
effort
there.
If
they
didn't
have
to,
they
didn't
feel
the
immediacy
of
it.
One
of
the
challenges
of
capital
infrastructure
is,
if
you've
got
an
immediate
problem,
it's
a
very
messy
and
it's
a
very
costly
problem
when
a
water
main
breaks
when
a
sewer
backs
up
when
a
street
fails,
those
are
expensive
to
fix
on
an
emergency
basis.
U
So
if
you
can
plan
for
it,
if
you
can't
allocate
funding
for
it,
if
you
can
have
reserves
set
aside
for
those
emergencies
which
will
happen
even
in
the
best
planned
places,
something
happens
on
occasion.
But
if
you
have
your
your
strategy
in
place,
you've
got
more
opportunities,
more
options
to
fix
things
than
you
would
otherwise
and
it's
less
expensive.
If
you
map
it
out
over
the
long
term.
U
So
tonight
we're
going
to
look
at
city
facilities,
city
streets
and
in
city
facilities.
I'm
including
parkland
in
that
so
and
we'll
talk
a
little
bit
about
that,
the
water
utility
and
the
wastewater
utility,
and
when
you
create
objectives,
this
is
basically
the
framework
who
is
going
to
do
what
by
when
and
for
what
purpose.
So
that's
the
why
the
who?
What
where,
when
why?
U
So
with
city
facilities
a
possible
objective-
and
this
is
of
course
up
to
you
is:
do
you
have
the
adequate
inventory
about
your
facilities
that
you
need
to
make
decisions
about
priorities
and
and
the
asset
value
to
the
community
and
asset
value
is
usually
a
financial
term,
but
for
communities,
asset
value
means
more
than
just
the
monetary
cost
of
the
facility
operations,
etc.
It
also
means
what
does
it
contribute
to
the
quality
of
life?
And
how
do
you
evaluate
that?
So
how
do
you
judge
that?
So
what
does?
U
U
C
K
C
U
U
B
O
O
P
U
U
Okay,
what
about
baseline
data
like
when
it
was
constructed?
You
heard
this
evening.
Suzette
gave
an
excellent
summary
of
how
much
you've
spent
in
the
last
five
years
to
maintain
these
properties
and
and
also
an
excellent
listing
of
16
of
of
what
the
staff
and
the
community
and
I've
heard
council
members
say
too,
is
patchwork,
repairs
for
for
keeping
these
things
held
together
in
the
next
year
and
and
they're
in
capital
planning.
U
U
You
also
need
to
have
longer
term
strategies
on
what
what
are
your
priorities
for
the
major
renovation,
a
major
replacement?
I
think
I
told
you
last
time
I
worked
for
the
city
of
mountain
view
and
they
were
doing
an
asbestos
rebatement
and
ended
up
building
a
brand
new
city
hall.
As
a
result,
they
just
went
in
and
found
more
than
they
ever
imagined
and
it
was
cheaper
to
tear
it
down,
and
so
that
that
could
be
another
kind
of
asset
evaluation
is,
is
what's
worth
keeping
like.
P
U
And
another
conversation
with:
if,
if
a
facility
is
due
and
the
community
decides
it's
the
council
representing
the
community
and
with
community
input,
all
of
these
issues
are
going
to
be
widely
discussed
in
your
community.
I'm
absolutely
certain.
But
what
are
the
if
there
are
duplicates,
or
there
are
facilities
that
you
have
that
are
in
such
poor
condition
that
they
can
no
longer
be
maintained?
It
can
no
longer
be
rehabilitated.
U
U
G
The
I've
talked
previously
about
the
the
focus
of
the
of
the
city
and
acquiring
especially
carly
clark
and
the
civic
center
and
noise
cultural
art
center
really
acquiring
that
for
parkland,
and
so
over
the
years
we
haven't
put
much
money
into
it,
because
the
thought
has
been
it's
the
park.
That's
the
value,
and
I
think
carly
clark
probably
is
the
prime
example
of
that,
where
we
entered
it
entered
into
a
contract
that
I'm
sure
we
wouldn't
enter
into
now
with
a
dollar
a
year.
G
G
We've
talked
over
the
years
about
the
civic
center.
If
we
were
building
a
civic
center,
we
wouldn't
build
this
building,
but
the
fact
that
the
building
is
here-
and
it
was
here
at
the
time-
and
there
was
some
money
put
into
it
over
the
years-
it
has
been
maintained
to
some
degree
and
it's
certainly
a
value
now
carly
clark.
I
can't
I
can't
speak
to
in
terms
of
would
we
rebuild
that
now?
No,
we
wouldn't,
we
wouldn't
have
the
money
to
do
that.
Is
it
a
value?
B
K
B
It
is,
and
in
comparison
with
what
we've
spent
for
community
centers,
I
mean,
if
you
look
at
it
and-
and
I
I
really
worry
that,
and
I
mean
I
came
in
in
205
at
the
time
when
big
conversations
was
going
on
about
whether
to
keep
the
civic
center
or
not,
and
when
gene
asked.
How
do
we
talk
about
that?
How
do
we
make
decisions
about
that?
I'm
not
sure
that
we
have
a
policy
to
do
that,
because
what
happens?
B
So
I
you
know,
I
think
that
we
we
need
to
maybe
develop
a
policy
in
terms
of
how
we're
going
to
do
this
and
one
of
the
things
that
would
make
me
happy
if
we
ever
got
to
talk
it
through
as
a
council,
no
matter
what
the
subject
is,
and
I
don't
care
what
the
outcome
might
be,
but
I
really
have
a
conversation
like
holly
clark.
We
never
got
to
discuss
it.
B
O
Speech,
I
think
I
think
the
best
example
of
a
way
we
could
go
forward
with
any
new
strategy
for
buildings
is
to
begin
the
public
discussion
which
has
not
taken
place
of
robert
crown.
What
are
we
going
to
do
there?
How
much
should
we
spend?
I
heard
today
something
I
had
no
idea
what's
going
on,
and
that
is
that
the
parts
board
is
discussing
fixing
up
the
current
location.
O
O
O
I
thought
it
was
shameful,
managed,
shamefully,
dealt
with
shamefully
by
the
community,
and
no
leadership
was
shown
on
the
part
of
the
council,
regardless
of
how
it
turned
out.
I
just
think
it
was
a
free-for-all
and
it
didn't
produce
a
good
result,
and
I
don't
think
we
should
ever
make
that
mistake
again.
C
C
S
Well,
I
also
think-
and
this
goes
to
dolores
point-
about
this
building,
because
I've
been
on
the
council
and
voted
to
move
out
of
the
space,
but
I
think
there
has
to
be
an
understanding
of
all
of
our
facilities,
not
just
each
individual
one
but
all
of
them
so
that
we
then
are
making
an
intelligent,
or
at
least
an
educated
decision
about
you
know
we
have
this
much
money
and
and
this
these
other
buildings
are
going
to
cost
this
much
more.
To
maintain.
S
Can
we
afford
to
spend
this
much
to
stay
in
this
particular
building
you
know,
or
can
we
afford
to
maintain
this
particular
facility,
or
do
we
have
to
to
change
the
programming
change
how
we
operate?
You
know
it's,
it's
the
comprehensive
understanding
of
how
much
it
costs
to
operate
and
to
maintain
and
then
to
put
in
reserve
the
money
that
we're
going
to
need
to
rebuild
whatever
it
is.
S
S
You
know
that
we're
just
triplet
paying,
but
not
really
an
understanding
of
how
much.
For
instance,
I
didn't
understand
what
the
service
center
needed
until
I
took
a
tour
of
it.
You
know-
and
I
think
just
as
just
a
quick
footnote,
I
think
we
probably
have
been
putting
more
money
into
our
community
centers,
but
we've
been
neglecting
other
things
in
the
last
couple
of
years
and
the
service
center
was
one
I
think
we
neglected
for
10
years.
S
H
U
Know
about
your
street
segments
and
that
of
course,
is
easier
to
characterize,
because
the
street
is
different
from
buildings
and
service
centers
and
things
like
that.
One
other
distinction
between
your
facilities
is
you
have
facilities
that
that
you
need
to
have
in
place
to
keep
the
the
government
structure
running.
So
you
need
to
have
a
civic
center,
a
city
hall.
You
need
to
have
your
libraries
or
your
buildings,
your
service
center,
your
out
of
which
your
maintenance
operations
occur.
U
There's
no
point
in
spending
any
money
on
anything
if
you
can't
maintain
it
and
and
especially
new
money.
So
it's
one
of
the
nice
things
about
new
buildings
is,
hopefully
they
need
less
maintenance
than
and
maybe
less
operating
costs.
But
you
won't
know
that
until
you
do
complete
surveys
of
what
you've
got
and
where
you
think
you
want
to
go
so
and
then
marked
up
questions.
O
Melissa,
I
I
agree
with
the
concept,
but
nobody,
no
organization
had
more
information
about
cost-benefit
analysis
of
staying
in
this
building
or
moving.
No,
there
has
never
been
anything
studied
more
deeply
or
provided
more
information
on,
and
we
we
made
the
choice
to
stay
here
where
we
knew
it
was
a
money
fit.
We
knew
that
and
we
made
that
decision
and
the
reason
we
made
that
decision.
There
are
other
things
that
come
into
play
right.
We
couldn't
find
a
place
to
move.
O
S
T
In
our
earlier
talks,
you
mentioned
something
about
having
a
longer
plan,
a
50-year
plan,
and
I
think
if
we
started
projecting
costs
over
a
longer
period
of
time,
it
would
be
much
more
convincing
argument
for
ourselves
I
mean
to
learn
and
for
people
to
buy
into
realizing
that
you
know
this
is
just
progressing
as
a
deeper
and
deeper
money
hit
and
ultimately
end
up
in
nothing
rather
than
start
saving
and
putting
into
a
new
facility.
So
I
think
it's,
I
think,
a
long-term
plan.
Very
long-term
plan
is
really
would
be
very
helpful.
P
P
If
you
did
a
cost
benefit,
you
would
say
we
can't
do
x,
but
we
don't
stop
a
program.
We
don't
close
down
a
building,
that's
not
done
it's
well,
we'll
just
hold
off
on
it
and
we'll
let
it
deteriorate
more
until
people
have
yard
signs
and
pitchforks
and
then
we're
like
well,
maybe
so,
even
though
there's
data,
it
seems
that
decisions
are
made
on
an
emotional,
not
a
rational
basis,
more
often
than
not.
U
Some
entity
has
use
of
the
facility
for
some
special
reason
and
are
those
documented.
Are
those
emotional
and
reasonable.
The
harley
clark
mansion
was
a
dollar
a
year
lease
in
this
day
and
age.
You
can't
do
stuff
like
that
anymore
cities
have
done
it
for
for
decades,
but
they
simply
cannot
do
it
anymore.
U
You
are
not
a
business
and
there's
a
huge
distinction
when
the
media
often
says
well
run
government
more
like
a
business,
and
it
will
be
much
easier,
but
you
can't
do
that
because
you
serve
your
entire
population
within
your
boundaries
and
you
don't
get
to
choose
them.
They
are
yours
to
serve
despite
ethnicity,
demography,
age,
physical
condition,
children,
elderly.
U
All
of
those
intricacies
you
have
to
serve.
You
can't
pick
your
market,
you
can't
decide
you're
just
going
to
serve.
You
know.
Young
moms
from
18
to
34..
You've
got
to
serve
everybody
so,
but
what
I
think
the
public
does
expect
is
that
government
will
be
operated
in
a
business
like
banner,
and
what
that
means
is
you
if
you
do
have
relationships
with
other
entities?
U
If
you
have
relationships
with
your
neighboring
cities
or
a
public
private
partnership
of
some
sort
or
non-profits,
then
a
component
of
what
you
need
to
do
is
be
very
business-like
about
that.
What
is
what's
a
reasonable
course
of
action
for
for
negotiations,
and
you
have
to
be
hard-nosed
because
you
don't
have
unlimited
funds
to
throw
at
things.
You
don't
have
unlimited
time
to
throw
things.
You
have
a
limited
staff,
you
have
limited
time
and
you've
got
to
be
really
smart
about
how
those
partnerships
are
created
so
releases.
U
G
I'd
also
like
to
know
some
recommendations
from
staff
from
all
for
alternate
uses
of
facilities.
For
example,
would
it
be
possible
for
city
staff
to
occupy
half
of
this
building
and
hidden
theater
up
by
the
other
half,
or
do
we
need
all
the
facilities?
Do
we
need
all
the
buildings?
Do
we
is
there
an
opportunity
to
share.
U
J
G
Well,
there's
and
there's
also
the
you
know,
other
problems
associated
with
any
any
kind
of
redevelopment
or
looking
at
at
alternate
uses,
for
example,
this
building.
I
would
imagine
that
if
this
building
worked
here,
the
property
would
be
redeveloped
for
some
residential
use
and
that
is
totally
dependent
on
the
economy,
and
so
the
timing
has
to
be
good
or
it
doesn't
work
at
all.
U
U
Your
capper
will
tell
you
what
the
current
asset
value
is,
and
that
shows
up
in
your
financial
documents,
but
that's
not
the
value
to
the
community.
So
then,
how
do
you
know?
How
will
you
know
when
you
want
to
say
I've
had
enough?
Let's
give
up
this
facility
and
and
let
it
go
and,
and
that
could
mean
tearing
it
down
and
replacing
it,
it
could
mean
tearing
it
down
and
not
needing
it
anymore.
It
could
be
moving
it
somewhere
else.
It
could
mean.
U
Are
there
enough
facilities
that
no
longer
serve
the
public
and
one
new
one
somewhere
else
might
might
better
serve?
So
how
do
you?
How
do
you
get
your
scales
out
and
balance
that
way,
those
when
is
it
time
to
give
up
and
how
does
the
community?
How
do
you
help
the
community
understand
that?
Because,
because
the
no
question
that
colleen
raised
is
the
most
challenging
one,
that
elected
officials
face
because
almost
everything
has
a
constituency,
someone
will
show
up
and
say
you
know
I
had
my
wedding
there
60
years
ago.
You
can't
hear.
U
S
Questions
melissa.
Well,
I
I
think
it's
change
and
people
always
are
uncomfortable
with
change.
Everybody
is
uncomfortable
with
change,
but
I
think
that-
and
we
found
this
in
my
experience-
and
we
talked
about
this
earlier
today
as
we
did
it
with
the
budget.
I
think
the
more
information
and
education
we
do
of
the
citizenry,
the
better
they
have
they
the
more
information
they
have
to
understand
what
the
decision-making
process
is
for
the
council.
S
I
mean,
and
it's
because
people
have
understood
you
know
when
all
of
these
choices
are
here
and
if
we,
if
we
plea
for
this,
then
that
means
something
else
has
to
go.
So
I
think
it's
in
the
same
way
that
we've
educated
people
to
the
point
where
they
don't
need
to
come
anymore
to.
We
need
to
start
educating
everyone
about
here's,
what
it
costs
for
us
to
run.
All
of
these
things,
here's
the
value
that
we
get
from
it.
Maybe
some
of
this
is
changing.
You
know.
S
Maybe
we
don't
use
this
as
much
as
we
did
30
years
ago,
and
so
there
might
be.
We
don't
need
that
as
much.
Maybe
we
can
invest
that
money
and
some
other
uses
someplace
else
in
the
community
and
start
to
bring
people
along
just
as
we're
thinking
about
that,
so
that
we're
not
the
only
ones
sort
of
out
there
on
the
forefront
having
to
say
no
as
colleen
says
and
and
you're
way
ahead
of
the
well.
No,
I
mean
it's
usually,
but
no,
but
no.
C
S
G
Well,
actually,
I
think
I
think
that
was
one
of
the
values
of
even
though
it
was
messy
the
response
to
the
harley
clark
situation,
because
the
public
involved
themselves
in
that
right
away,
and
what
was
interesting
to
me
about
that
conversation
was
that
the
public
you
you
didn't,
have
the
fragmentation
that
you
normally
have
of
people
saying.
Oh,
this
is
a
landmark.
G
I
love
this
house
or
I'm
an
artist,
and
you
know
you
had
a
little
bit
of
that,
but
pretty
much
it
was
the
public
saying,
what's
the
best
use
for
this
and
how
much
money
is
it
going
to
cost
and
and
what
is
the
value
of
parkland
to
the
community,
I'm
very
big
on
involving
the
public,
but
I
just
found
that
discussion
really
really
interesting.
It
was
a
much
more
mature
discussion
than
I
would
have
expected
you
know
previously,
so
I
think
that's
that's
a
great
place
to
start
is
with
the
public.
P
Well,
as
you
like,
I
could
not
disagree
more
with
judy.
I
think
that
the
harley
clark
was
the
epitome
of
an
embarrassing
situation
with
not
having
proper
data
with
lies
being
out
there
in
the
public
and
continually
lies
about
it.
So
I
think
it
was
maybe
again
the
most
embarrassing
thing
that
this
council
has
done
in
the
four
plus
years
that
I've
been
on
console
and
what
the
public
did
to
a
private
citizen
who
was
only
trying
to
help
us
could
not
have
been
more
wrong
and
I'm.
P
P
P
P
None
of
that.
It's
exactly
true
and
so
to
say
we
throw
out
data
all
the
time,
but
do
we
make
those
hard
choices?
I
don't
believe
we
do,
because
it's
based
on
emotion
and
that's
exactly
what
happened
with
harley
clark.
That's
exactly
what
happened
through
the
budget
process
over
the
last
three
and
a
half
years.
U
Just
one
one
comment
about
the
process,
because
process
is
always
messy
and
especially
when
the
public's
involved,
because
you
will
get
a
wide
variety
of
comments
and
decisions,
one
of
the
things
that
mark
mentioned
was
was
putting
together.
If
you
put
together
a
50-year
plan
on
your
facilities,
then
the
the
next
step
in
that
process
is
setting
priorities.
U
What
are
you
going
to
do
for
second
and
third,
and
that
helps
you
with
the
public
discussion,
especially
if
the
public
has
been
involved
in
helping
you
clarify
what
they
think
the
priorities
are
for
the
community,
because
you
know,
if
somebody,
you
said
a
one
through
seven
say
and
say:
you're
working
full
time
on
priority
number
one
and
the
constituency
for
number
seven
shows
up
and
said:
hey.
You
know,
we've
got
a
really
good
idea,
for
you
know
something
new
that
could
happen
with
this
and
you
go
up
wait
a
minute.
U
Here's
our
here's,
what
we
have
done
and
we
are
working
on
number
one
so,
unless
you're
bringing
us
a
noodle
of
money
along
with
your
idea
for
number
seven
we're
going
to
have
to
put
this
on,
because
the
other
thing
about
capital
projects
and
planning
is
they
take
time
and
you
can't
do
them
all
at
once.
Even
if,
even
if
you
had
unlimited
funds,
you
don't
have
unlimited
staff
and
you
cannot
contract
for
design
go
through
whatever
your
environmental
review
processes
and
all
of
that
in
in
a
single
stage.
U
So
you've
got
to
map
this
out
over
time
and
pick
your
priorities.
Once
you
pick
your
priorities,
then
then
you've
got
a
basis
for
saying
no
wait.
Maybe
later,
maybe
if
you
come
at
us
with
more
money,
we
can
take
a
look
at
it
so
and
that
might
help
with
the
emotional
side
of
your
discussions.
So
the
priority
setting
will
be
a
huge
part
of
this.
Once
you
have
your
data
collected.
So
in
terms
of
an
objective,
let
me
try
and
craft
one
for
you.
U
You've
got
a
number
of
items
up
here
that
could
be
used
as
criteria
for
for
your
capital
plan,
knowing
what
the
num
the
numbers
of
users
are.
What
for
your
for
the
study
for
your
capital
website,
so
the
number
of
users,
the
type
of
demography,
the
amount
of
revenue
generated,
it's
useful
life,
the
cost
to
operate
value
to
the
community,
and
I
think
you
can
do
some
more
definition.
Work
around
what
what's
the
what's
the
non-monetary
related
value
to
the
community
of
various
sorts
of
facilities
and
how
you
might
want
to
rate
that.
U
And
what
else
is
out
there
and
best
practices?
Things
like
that?
Those
are
all
criteria
that
you
can
include
in
your
inventory
study,
get
all
of
your
facilities
together,
identify
what
these
criteria
are,
that
are
most
important
to
you
or
the
staff
feels
that
they
have
the
information
that
they
can
extract
and
get
it
to
you
readily
and
have
you
take
a
look
at
it
and
then
start
working
your
way
through
the
facilities,
but
a
goal
for
I'm
sorry.
U
An
objective
for
next
year
could
be
that
you're
going
to
ask
staff
to
complete
a
facility's
inventory
based
on
and
wally's
going
to
have
to
kick
me
in
the
kneecap.
If
I'm
I'm
overstepping
my
palm
based
on
as
many
of
these
criteria
as
as
can
be
as
many
of
these
as
qualified
bacteria,
some
of
them
are
common
and
for
the
2014
budget
process
and
the
reason
you're
doing
this
is
because
you
want
to
develop
a
longer
term
capital.
D
So
I
think
our
challenge
for
14,
though,
is
what
do
we
need
to
do
in
the
interim,
and
how
much
can
we
put
toward
these
studies?
But
how
much
do
we
need
to
address
some
critical
needs
moving
forward
and
that's
why?
I
think
what
you
saw
on
the
slide
that
the
public
works
put
up
was
our
best
guess
of
that.
We
can
continue
to
whittle
away
at
that,
and
so,
if
we
don't
have
a
large
capital
plan
for
14,
that's
okay,
we'll
save
that
money
for
a
future
year.
K
S
K
D
The
the
the
enhancement
to
the
classroom
area
there,
which
the
council
has
talked
a
little
bit
about
fire
station,
two
remodeling,
so
there's
some
middle
ground
projects
in
there
as
well,
which
we
would
think
would
make
sense,
and
one
of
the
things
we'd
like
to
do
on
october.
26Th
is
show
you
many
of
these
things
so
that
you
can
make
your
own
independent
judgment
as
to
the
criticality
and
maybe
you'll
decide
that
yeah.
D
It's
important
that
perhaps
we
need
to
finish
this
process
that
we're
talking
about
this
evening
before
moving
forward
and
that
would
then
prepare
down
that
list
deeper
further.
So
that's
the
hope.
I
think
for
the
26th
is
for
you
to
understand
some
of
the
more
specific
issues
regarding
what's
on
this
list
and
then
make
a
judgment.
Is
it
that
critical
or
should
we
put
it
off
another
year
pending
some
of
these
other
discussions.
D
D
D
I
think
the
council's
made
some
policy
decisions
to
replace
the
salton,
as
is
the
reason
we
didn't
do
it
a
year
ago
is
because
we
had
a
full
cell
dome
because
we
didn't
use
all
the
salt,
but
this
year,
so
that
salt
dome
is
just
about
empty.
So
we
now
have
the
ability
to
move
forward
with
that
project.
O
I
think
we
should
clarify
the
issue
with
care
and
the
animal
shelter.
The
animal
shelter
is
operated
by
police
department,
police
department.
People
are
in
the
animal
shelter,
so
renting
a
dollar
a
year
at
the
care
is
very
different
than
renting
something
that
is
operated
completely
by
a
not-for-profit
entity.
O
U
Not
their
building,
those
are
those
are
very
good
discussions
about.
What's
the
value
of
a
non-profit
providing
in
terms
of
quality
of
life
for
your
community
and
so
how
you
structure
your
financial
arrangement,
you
ought
to
have
some
criteria
for
how
you
look
at
things
like
that.
A
for-profit
entity
or
a
group
of
people
who
have
exclusive
use
of
a
public
facility
ought
to
be
charged
differently
than
a
non-profit.
That's
providing
services
across
the
board
to
the
community.
U
B
Clarification
yes
on
the
proposed
facilities
project
for
2014
raleigh.
We
have
a
proposed
budget
of
4.5.
How
much?
How
much
do
we
actually
have?
Because
we
do
we
have
that.
I
mean
that's.
That's
the
proposed
budget
for
how
many
dollars
will
we
actually
have,
because
I
think
that
that
has
to
play
into
how
we
will
begin
to
set
priorities
in
terms
of
what
we're
going
to
do
well,.
D
This
list,
currently
as
it
is
listed,
we
would
be
asking
the
council
for
2.2
million
in
general
obligation,
bonds,
okay,
so
there's
a
carryover
depending
on
the
projects
of
about
a
million
dollars
and
then
other
sources,
1.2
million
dollars
on
the
900
thousand
dollars
is
from
the
state
for
the
harrington
lagoon.
The
street
street
ramp,
I
think,
is
also
some
state
money,
so
the
2.2
that
first
column
would
be
the
would
be
the
city's
share,
so
to
speak,
but
most
diversely,
some
of
that
million
38
000,
is
also
carry
over
general
obligations.
B
K
U
Your
operations,
out
of
your
borrowing,
all
of
the
kinds
of
options
you
may
have,
and
and
one
of
the
one
of
the
questions
I'll
ask
you
at
some
point
in
the
future,
is
how
are
you
going
to
look
at
the
balance
between
your
operating
budget
and
your
capital
budget
and
marty?
Could
you
could
you
just
be
round
number
talked
a
little
bit
about
the
overall
budget.
What
percent
of
all
of
that
is
spent
on
operations?
What
percent
is
spent
on
capital.
R
Right
now
so
for
our
general
operating
fund,
we're
at
about
86
87
million
for
operations
that
are
not
funded
by
a
specific
source,
so,
for
instance,
the
utilities
department
fee
for
service.
So
you
compare
that
with
the
bonds
being
issued
from
the
same
pots
of
money,
meaning
property
taxes
and
things
of
that
nature.
So
we're
looking
at.
R
We
have
40
million
in
new
projects
of
which
about
12,
12
million
or
sellers
competing
with
the
same
property,
tax,
dollar,
meaning
prior
year
bond
issue
or
new
year
bond
issue
that
isn't
being
paid
from
any
other
source.
Then
new
property
taxes.
So
we
certainly
have
other
money
from
tif
funds
or
from
economic
development,
or
those
are,
I
guess,
are
not
the
ones
competing
for
the
same
tax
dollar,
whether
it's
a
sales,
tax
dollar
or
a
utility
tax
dollar.
K
R
I
think
the
other
the
other
metric
is
because
it
came
up
in
the
actuarial
study.
If
we
weren't
doing
the
payback,
the
actual
normal
cost
for
our
pensions
is
about
six
and
a
half
seven
million.
The
payback
is
eight
to
nine
million.
So
if
that
payback
was
actually
then
just
put
into
capital,
we
would
have
a
much
different
picture,
but
that's
that's
another
debt
that
we're
paying
back
from.
R
U
So
your
your
three
components
going
forward
are
debt
and
the
ratio
of
operations
to
to
capital,
and
so
no
no
decisions
tonight,
but
just
know
that
at
some
point
in
time
I
or
someone
else
will
ask
you
the
question:
once
you
figure
out
what
your
your
capital
asset
inventory
is
and
what's
important
to
you
and
what
isn't?
How
are
you
going
to
pay
for
it,
and
so
another
thing
that
you
could
put
as
an
objective-
and
I
don't
know
if
it's
good
for
2014
or
not,
but
a
future
objective
might
be.
U
Can
you
ask
staff
to
take
a
look
at
your
finances
and
they
do
it
as
part
of
the
budget
process
too,
but
that's
a
year
to
your
thing.
But
if
you
were
to
look
out
10
years
from
now,
for
instance,
is
there
any
way
that
you
could
ask
staff
to
look
at
some
potential
strategies
for
how
you
could
free
up
some
more
money
to
spend
on
capital,
and
that
might
mean
restructuring
operations
that
might
mean
paying
down
debt
so
that
you've
got
an
increment
there
that
could
go
forward
toward
capital
infrastructure.
U
O
We
can't
do
any
of
this
with
our
current
revenue.
We
have
to
expand
the
source
of
the
sources
of
revenue
when
you
look
at
our
tax
bill.
The
percentage
of
that
bill
that
we
are
paying
as
individual
property
taxpayers
is
primarily
pension
and
and
debt
pension
and
debt.
That's
that's
used
to
be
years
ago
that
you
know,
like
75
of
the
tax
bill,
went
to
the
general
fund
for
operations.
O
O
People
make
a
choice
to
pay
a
fine.
You
know
to
get
a
traffic
ticket
whatever.
So
those
are
the
areas
I
think
we're
going
to
have
to
start.
Looking
at,
I
I
mean
I
know
from
people
I
talk
to
they
can
they
can
no
longer
afford
the
taxes
on
their
house
and
something
has
to
be
done.
So
I
think
you
know
we
just
can't
keep
increasing
that.
O
O
Those
are
just
two
things:
those
are
just
two
two
minor
things,
but
we
have
to
look
at
new
sources.
We
have
to
get
some
more
economic
development.
We
have
to
start
looking
at
not
taking
things
off.
The
tax
rolls
not
allowing
not-for-profits
to
not
make
a
commitment
to
paying
something,
and
I'm
not
talking
about
going
back
to
those
that
are
already
here.
I'm
talking
about
starting
now.
We
have
to
get
serious,
absolutely
okay,.
D
K
U
D
That
for
the
next,
because,
because
again
when
we
meet
again
we're
going
to
talk
about
financial
policies,
economic
development
and
social
services,
okay,
so,
but
what
I
guess
I'm
also
thinking
about
you
know,
facilities
include
parks,
so
we
would
we
would.
We
would
have
that
be
that
we've
talked
briefly
about
trees,
and
so,
where
does
trees
fit
into
all
this?
D
My
take
on
the
budget
right
now
is
to
find
as
much
one-time
money
as
I
can
to
replace
trees,
because
I
think
we
certainly
the
one
thing
we
heard
when
we
did
the
community
outreach
on
the
budget
about
pretty
much
everyone.
We
talked
to
was
concerned
about
what's
going
on
with
trees,
so
you
know
we're
prepared
to
do
that.
D
D
Well,
I
mean,
and
maybe
that-
and
maybe
that
should
be
another
thing
as
part
of
the
as
part
of
the
evaluation.
Is
you
know
what
kind
of
partner
help
could
there
be?
I
met
with
the
recreation
managers
and
supervisors
today,
and
they
complained
about
the
collection
of
batteries
at
the
community.
Centers
is
that
they
don't
have
the
time
to
know
when
the
bins
are
full
and
then
they
get
too
full
and
they're
difficult
to
move
because
they're
too
full
well.
D
U
D
H
L
G
O
K
K
S
D
D
C
While
and
I
think
that
what
we
need
that
tell
what
needs
the
water
facility
has
in
order
to
be
able
to
sell
water
to
all
these
other
communities-
yes,
that's
right
and
all
right,
but
which
ones
like
the
reservoir.
Do
you
need
that?
It
sounds
to
me
pretty
dicey,
to
be
trying
to
sell
to
other
communities.
D
D
T
D
U
F
C
D
U
And
that's
a
good
objective
too.
So
if
you
have
an
opportunity
opportunity
to
continue
to
pay
down
debt
on
your
water
and
your
wastewater
energizes
it
one
good
strategy
is
to
if
you've
started
it
and
keep
doing
it
as
you've
reduced
your
data
on
sewer
and
you're,
using
the
increment
to
further
reduce
debt
on
water.
U
Your
your
underlying
systems,
as
well
as
your
group
tonight
so
on
the
city
streets
objectives,
just
a
couple
of
questions
does
the
inventory
did
the
inventory
and
payment
index
tell
you
anything
you
didn't
know
already,
and
how
would
you
like
to
use
that
information
really
too
much
about
individual
street
segments
or
the
street
system
and
then
taking
a
look
at
balancing
the
maintenance
repair
replacement
schedules
divided
by
ward?
I
thought
one
of
some
of
the
more
interesting
elements
of
suzette's
presentation
were
how
money
had
been
allocated
and
on
what
basis?
U
Q
The
idea
of
equally
distributing
between
words
doesn't
seem
to
be
panning
out
very
well,
because
you've
got
one
ward
with
44
of
the
streets
with
below
40
condition
and,
that's
frankly,
a
horrifying
result.
So
to
me,
the
primary
factor
should
be
what's
the
fact
that
either
utility
priority.
Obviously
that's.
B
Q
B
S
B
H
K
Q
B
C
S
C
S
O
K
J
B
But
wouldn't
that
be
as
the
utilities
as
a
top
priority,
that
would
be
in
consideration
of
the
streets
that
have
the
course,
and
I
think,
john's
right
that
that
the
surface
condition
should
be
number
two
under
that,
and
then
you
would
be
analyzing
both
of
them
at
the
same
time.
So
you
would
know
then.
O
L
Priority
list
and
and
then
he
has
flexibility,
so
there
are
things
that
absolutely
have
to
get
done
and
then
he's
more
flexible
with
some
of
those
other
streets.
So
we
really
do
work
cooperatively
to
get
the
worst
streets
that
perhaps
are
not
very
high
priority
water
mains
so
that
I
can
say
well.
This
is
a
really
poor
street
for
us
can
we
do
this
and
then
he
will
go
and
say:
okay,
that
may
be
three
years
out
from
him.
K
S
U
Two
criteria:
utilities,
first
and
then
street
index.
That's
that's
your
objective,
but
that's
your
goal
and
the
other
thing
that
you
can
do
is
is
this
could
be
like
a
two-year
pilot
project
for
you
and
you
can
take
a
look
and
see
what
happens
in
terms
of
the
ratios
of
you.
You'll
still
keep
track
of
how
many
streets
get
done
report,
take
a
look
and
see
how
different
it
is
from
what
your
strategy
is
now
and
and
then
see.
U
D
L
M
U
U
K
U
M
M
U
Q
C
B
T
U
U
So
I
heard
you
say:
hi
high
priority
and
safety
of
sidewalks
that
a
sidewalk
inventory
you
know
where
they
are,
but
you
don't
really
have
an
inventory.
So
knowing
what
what
you
have
and
what
you
don't
have
is
a
good
that's,
a
good
objective
to
obtain
and
then,
if
rotate
or
replace
or
improve
sidewalks.
U
U
L
O
O
O
Right
well,
replanting
is
what
the
issue
is.
I
think
that's
part
of
what
the
strategy
is
with
the
tree
keepers
thing
and
also
in
commercial
areas,
and
by
that
I
mean
even
hospitals,
etc.
Like
saint
francis
replaced
all
the
parkway
trees
that
were
destroyed
by
the
ash
borer.
I
think
we
ought
to
promote
that,
but
that's
what
peter
then
done.
R
All
a
pre-replacement
we
had
about
just
it
was
under
a
hundred
thousand
dollars
for
spring
and
fall
plantings
this
year
we
cut
that
back
over
the
past
two
to
three
years,
so
this
year's
budget
proposes
a
little
bit
of
an
increase
back
up
to
historical
levels
and
by
that
only
in
the
last
four
to
five
years
those
levels
are
still
tree.
Planting
is
still
under
150
thousand
dollars
spring
and
fall
combined.
D
O
D
D
R
K
K
O
K
L
K
S
S
S
P
U
S
U
T
There's
a
new
blight
called
called
bacterial
leaf
scorch
and
it
affects
red
oaks
and
those
are
those
have
been
some
of
the
replacement
trees.
We've
put
on
the
parkways
for
many
years-
and
I
know
paul
d'agostino
is
very
aware
of
this
and
we've
quit
planning
that
species.
But
it's
going
to
mean
a
lot
of
the
sparkly
trees
that
we've
planted
are
going
to.
U
U
You
know
your
streets
serve
as
a
conduit
for
your
for
your
storm
drain
system
and
your
underground
utilities,
your
drainage
systems,
general
drainage
systems,
the
sidewalks,
the
street
trees,
passive
travel
for
school,
the
sidewalks
and
gaps
are
noticeable
and
those
things
are
it's
not
consistent.
You
know
you
don't
have
a
grid
street
system,
that's
you
know
all
laid
out
in
abcs
and
one
two
threes.
U
So
you've
got
a
lot
of
variety
and
then
streets.
Your
streets
also
get
used
for
things
like
tree
fares
and
runs
and
races,
and
things
like
that,
bicycles,
pedestrians
and,
and
what
a
you
know,
one
of
the
things
about
streets
is
any
change
that
you
make.
It
takes
a
while
for
people
to
accommodate
that
change.
U
So
if
you
put
in
a
bike
path,
you
know
how
long
does
it
take
him
to
figure
out
how
to
use
it
properly,
but
we
don't
know
yet
not
necessarily
always
the
case
and
is
it
and
should
a
street
in
in
your
community
be
all
things
to
all
people,
so
so
is
it
appropriate
to
have
you
know
dedicated
bike
lanes
on
every
street?
Is
it
appropriate?
U
You
know,
how
are
you
handling
the
curb
cuts
and
the
ada
is
all
of
that
necessarily
appropriate?
What
about
what
about
the
street
closures
you
know
is:
is
every
street
eligible
for
closures?
Are
there
streets
that
you
that
really
don't
make
sense,
and
you
want
to
you-
could
craft
a
goal
around
identifying
inventory
in
the
streets
that
you
don't
want
ever
to
be
closed
for
whatever
reason
and
and
how
you
handle
are
some
of
these
events
annual?
Are
they
spontaneous?
Do
you
have?
U
How
your
streets,
you
know
you
may
not
want
to
try
and
craft
an
objective
around
it,
but
it's
it's
worth
talking
about,
because
you
know
you
can't
always
ride
a
bike
down
streets
that
can't
be
for
whatever
reason
right
now
well
maintained,
or
you
know
some
streets,
people
just
walking
in
them.
It's
a
trip.
Hazard
fall
much
worse
than
your
sidewalks
so
and
some
people
like
streets
in
poor
condition
because
it
causes
cars
to
slow
down
and-
and
I
don't
know
if
you've
heard
that
argument-
I've
heard
it.
U
K
T
U
And
I
think
I
think
wally
had
a
very
good
point.
You
know
your
your
streets
and
your
sidewalks
are
gathering
places
too.
So
you've
got
your
your
grassy
areas
or
park
lands.
Things
like
that.
People
gather
there
for
certain
kinds
of
things
sometimes
organized
sometimes
not
and
active
and
passive,
and
you
have
the
same
with
your
streets
and
sidewalks,
and
so
is
it
okay
that
they're
gathering
places
and
under
what
conditions?
Even
our
parking
garage
is
a
gathering
place.
Yeah,
that's
a
bit
scary.