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From YouTube: Community Budget Workshop - 11/12/09
Description
Members of the public participated in the second Community Budgeting Process meeting held at Robert Crown Center
A
The
purpose
of
this
evening's
workshop
is
now
that
you've
kind
of
heard
our
budget
101
we're
actually
and
start
putting
you
to
work
and
we're
going
to
ask
you
tonight
with
the
help
of
our
of
our
facilitator,
Lynn
Monta
of
Lynn
Monty.
This
is
Monty
Monty
from
Lynn
Monty
associates
soul
in
works
with
local
governments,
all
throughout
Northern,
Illinois
and
she'll
be
leading
the
next
three
sessions
of
these
workshops
tonight
is
to
sort
of
look
at
big
picture.
A
What
what
do
you
think
are
the
things
we
need
to
be
focusing
on
as
a
community
today,
and
what
do
you
think
we
need
to
be
focusing
on
as
a
community
tomorrow
then
our
third
workshop,
which
is
next
tuesday
evening
at
the
fleetwood
Jourdain
community
center
at
seven
o'clock,
that
workshop,
will
be
really
the
roll
up.
Your
sleeves
nuts
and
bolts
listing
ideas
and
other
issues
regarding
service
levels,
service
efficiencies,
cost
containment,
non-tax
revenue
sources
and
other
innovations.
A
So
tonight
you're
going
to
kind
of
look
big
picture
next,
Tuesday
night
really
get
down
to
the
brass
tacks,
and
then
at
the
final
meeting,
which
is
on
Monday
November
30th
in
the
city
council
chambers
at
the
Civic
Center,
we
will
have
for
you
a
draft,
a
document
of
all
the
feedback.
We
received
to
make
sure
that
everyone's
in
agreement
of
what
the
results
are
that
have
come
from
this
process.
That
will
then
allow
Lynn
to
represent
the
group
at
a
special
City
Council
meeting
on
Monday
December,
the
7th
to
report
to
the
City
Council.
A
Finance
tonight
is
to
sort
of
have
you
think,
a
little
bit
larger
on
what
the
issues
are
facing,
the
city
and
what
those
priorities
should
be
Tuesday
evening
will
be
the
the
nuts
and
bolts
what
we
should
do
in
order
to
move
those
goals
forward
and
then
the
final
meaning
on
November
30th
will
be
a
wrap-up
and
a
kind
of
a
check-in
to
make
sure
that
what
Lynn
is
heard
through
this
process
is
is
what
you
all
want
to
do.
So
that's
where
we're
at
any
questions
all
right,
then,
without
any
further
ado.
B
Thank
You,
Wally
and
good
evening,
everyone
hi,
you
know
what
we're
spread
out
and
there
is
no
reason
for
us
to
sit
in
the
fashion
we
find
ourselves
because
we
had
no
idea
who
would
come
back
and
now
we
have
big
gaps
at
some
tables,
and
so
why
don't?
We
consolidate
the
tables,
I?
Think
perhaps
for
comfort
for
this
group.
Perhaps
you
would
like
to
move
to
another,
because
this
equipment
is
taking
up
most
of
your
space
and
the
edges
could
move
in
toward
the
center.
C
B
Last
time
there
was
a
context
set
with
a
lot
of
technical
information
about
the
city's
budget
and
the
functions
and
financial
arrangements
for
the
various
city
departments
was
an
awful
lot
to
take
in
I
watched
part
of
the
video
and
was
unable
to
be
there
myself.
But
I
saw
how
diligently
the
folks
tackled
the
information
and
offered
questions,
and
some
of
those
questions
are
already
answered
and
posted
on
the
website.
B
I
believe
that
that
information
has
already
been
given
to
you,
but
you
can
continue
to
check
back
there
and
to
go
to
the
tab
called
questions,
and
you
will
see
the
responses
that
have
already
been
prepared.
In
some
cases,
the
responses
are
not
yet
finished.
Some
of
those
are
going
to
take
a
while
to
answer,
but
those
that
were
ready
are
already
there.
B
We
want
to
create
together
and
then
apply
our
energies
in
that
direction.
So
look
at
it
this
way
tonight
is
your
way
of
getting
more
poised
to
act
more
quickly
and
efficient
effectively.
Next
time
as
you
design
offer
recommendations,
suggestions,
ideas
and
we
begin
the
synthesis
process
of
those
so
I'd
like
you
to
turn
to
your
fellows
at
your
table
and
I
hope
you
can
see
this,
but
it's
so
simple.
I
can
read
it
to
you
share
with
your
tablemates,
your
name
and
what
inspired
your
participation
in
these
budget
workshops.
B
You
obviously
showed
real
dedication
because
you
came
back
some
of
the
others
did
not
and
that's
fine.
Why
did
you
and
I'm
only
going
to
give
your
table
just
let's
see
the
biggest
group
is
seven,
so
give
you
about
seven
minutes,
one
minute
per
person
to
share.
Why
you're
here
and
those
of
you
with
smaller
tables
have
more
time
we'll
be
back
to
you
shortly.
B
B
D
B
Okay,
well,
these
are
designed
to
build
on
one
another
so
that
from
one
to
the
next
we
will
begin.
You
know
an
understanding
of
all
that
it
takes
to
be
able
to
be
in
a
position
to
make
the
recommendations.
What
was
it
specifically
that
you
thought
you
were
I
mean?
Was
there
a
specific
topic
tonight
that
you
thought
was
going
to
be
covered?
B
D
D
E
B
Anyone
can
go
to
subsequent
workshops.
There's
no,
you
know,
there's
no
reason.
Anyone
who
has
qualified
to
come
to
workshops
already
can't
come
to
any
one
of
them.
Definitely
so
you
know
I
want
I
want
you
to
realize
this
I
know
some
of
you
expected
to
be
dig
your
teeth
in
right
tonight
with
certain
recommendations
that
you
have
to
offer
and
because
we
have
set
this
up
so
that
we're
actually
building
what
I
see
as
the
great
capacity
of
the
community
to
offer
good
recommendations
and
really
sound
recommendations
and
build
these
workshops
one
on
another.
B
In
your
bin
is
a
yellow
tablet
of
post-it
notes
and
up
on
the
wall.
The
bright
blue
wall
over
there
is
what
I've
called
a
parking
lot
for
those
things
that
we
did
not
plan
to
cover
tonight,
but
that
you
want
to
be
sure,
are
known
and
that
you
want
to
make
sure
get
posted
for
this
evening.
You
can
write
on
your
tablet
and
put
that
up
on
that
wall
over
there.
B
So
if,
if
you
are
unable
to
come
to
a
future
workshop-
and
you
have
recommendations
that
absolutely
you
want
to
make
tonight-
and
we
don't
give
you
quite
the
space
and
format
for
that,
then
that
is
the
way
to
do
it
and
there's
also
always
the
online
participation
that
any
of
you
can
do
at
any
time.
And
there
is,
the
website
has
a
place
for
online
participation,
and
that
would
be
true
for
you,
or
also
for
the
observers,
who
are
sitting
in
the
audience
tonight.
B
B
You
will
see
that,
although
these
are
somewhat
cryptic
titles
and
not
that
easy
for
you
to
understand,
we
are
talking
tonight
about
understanding
the
perceptions
of
the
community,
about
both
the
community
and
the
city
and
the
city
government.
The
perceptions
of
that,
where
you
think
we
are
as
to
where
we
excel,
where
we
missed
the
mark,
where
we
have
a
particular
need
for
creativity
and
attention,
and
that
is
one
of
the
ways
we're
going
to
start
our
conversation
very
shortly.
B
B
There
are
a
few
principles
that
will
help
us
along
and
I'm
just
going
to
go
over
these.
Very
briefly
sorry,
you
can't
read
this
really
well,
I
will
talk
it
through
for
you
and
if
we
can
do
anything
about
the
lighting,
it
might
be
helpful,
but
if
that's
a
difficulty,
we'll
just
leave
things
as
they
are
pretty
tough
to
do.
Okay,
so
we're
going
to
be
using
and
we
have
been
using
since
the
start
of
this
process,
what
are
called
principles
of
engagement?
B
The
notion
is
to
widen
the
circle
of
involvement
to
help
people
become
a
learning
community
community
by
connecting
with
each
other
and
connecting
around
the
purpose
of
what
community
and
city
means
to
you
to
use
democratic
principles
and
that's
a
simple,
simple
principles.
We
all
know
don't
hog
the
conversation
make
every
make
room
for
everyone
to
speak,
be
courteous,
use
the
democratic
principles
you
know
so
well,
and
the
communities
of
action
not
just
talk
so
we're
trying
to
get
poised
for
a
way
of
being.
B
That
is
not
just
about
the
conversation
it's
actually
about
getting
those
things
implemented,
we're
also
using
a
principle
regarding
living
systems
that
our
community
and
our
city.
These
are
living
systems,
they're,
not
machines
there.
It's
not
a
mechanism
we're
tweaking
here.
This
involves
real
people,
lives,
jobs,
services,
okay,
this
is
a
living
system.
It
can
be
experienced
as
an
organism
capable
of
constant
change
and
adaptability
and
we'll
use
systems
thinking.
B
Systems.
Thinking
is
a
discipline
for
seeing
the
whole
and
that,
after
all,
is
what
the
City
Council
has
to
do
with
the
city.
Staff
has
to
do
to
to
see
the
whole
and
how
the
parts
are
related
to
each
other
and
how
the
parts
are
related
to
the
whole
in
in
doing
so,
we
have
the
chance
to
be
the
most
wise,
the
best
poised,
the
most
adaptable
as
possible.
B
Okay,
so
we're
going
to
start
with
an
exercise
in
your
group
which
creates
a
database
and
we're
going
to
be
using
flip
charts
flip
chart
paper
in
order
to
do
this
and
Joe
is
going
to
help
us
out
by
passing
around
these
flip
charts
is
Joe
in
the
room.
I
think
Joe
probably
went
to
try
to
work
on
the
lights.
Okay,
maybe
a
couple
other
folks
maybe
give
a
hand
to
pass
around
these,
and
let's
just
do
the
post-it
type,
if
for
as
far
as
they
will
spread.
B
B
Thank
you
thanks
for
the
better
lighting
for
this.
So
there
are
some
principles
to
use
in
respect
to
conversing
with
each
other,
and
you
know,
I
was
a
little
premature.
You
can
set
those
tablets
down,
but
we
won't
use
them
right.
This
minute
we're
going
to
have
a
conversation
for
ten
minutes
first,
and
this
is
the
way
I
would
like
to
request
that
you
have.
Your
conversation
has
nothing
to
do
with
the
content,
but
the
way
you
listen
to
each
other.
B
So
here's
what
I'd
like
you
two
to
try
to
listen
for
what's
new
and
surprising,
so
we
usually
listen
for
what
we
have
in
common
with
each
other
and
kind
of
filter
and
screen
what
we
hearing
so
I
want
you
to
listen
for
what's
different
rather
than
what
you
hold
in
common
to
see
the
world
through
the
eyes
of
the
other
person,
and
so
that
person
feels
heard
okay.
This
is
a
way
of
listening
that
I'm
asking
you
to
do
that.
You'll!
B
Be
surprised
at
how
much
more
powerfully
your
output
comes
out
of
you
later
when
you
listen
this
way
and
you're
just
going
to
have
to
trust
me
on
that
for
the
moment,
so,
listen
not
to
judge
if
it's
good
or
bad,
if
it's
right
or
wrong.
If
you
agree
or
disagree,
this
is
a
time
to
have
a
conversation
and
really
listen
to
the
other
person.
B
Okay,
and
there
are
several
questions
that
will
help
us
to
understand
the
perceptions
that
the
people
in
this
room
have,
and
here
is
what
it
will
look
like
three
questions
and
I
want
you
to
just
listen
to
each
other
and
not
write
anything
down
to
start
with.
Where
does
the
community
and
the
city
excel?
In
other
words,
what
makes
me
proud,
where
do
we
miss
the
mark?
B
I'd,
like
you
to
each
person,
take
a
minute
or
two
whatever
you
can
fit
in
10
minutes
and
talk
about
those
three
things.
When
you
have
finished,
we
will
begin
a
recording
process
to
create
the
database,
which
we
will
ultimately
be
putting
up
here
on
the
wall.
Okay,
so
three
areas:
what
is
the
community
and
where
does
the
community
and
City
excel?
What
makes
me
proud?
B
F
F
F
G
B
B
B
So
the
template
would
be
like
this
one
page
at
least
one
page
for
everything
about
Excel.
Where
does
the
community
in
this
city
excel
and
just
make
your
list?
If
you
need
two
pages
of
where
you
think
the
city
excels
then
make
two
pages
just
begin
to
list
them
kind
of
in
bullet
point
format:
okay,
another
separate
page
for
missed
marks.
B
Where
do
we
miss
the
mark?
Okay,
so
we're
going
to
again
do
one
or
more
than
one
in
that
category?
And
finally,
what
requires
our
most
focused
attention
and
greatest
creativity?
Caption,
that
as
you
will
you
could
caption
it
focus
okay,
so
a
third
sheet
at
least
one
where
your
career,
a
conversational
group,
thinks
the
city
needs
to
focus.
Okay
and,
as
you
create,
those
I
would
like
you
to
place
them
up
on
the
wall
in
this
corner.
B
This
place
for
Excel
this
place
for
missed
marks
and
this
place
for
what's
needing
great
attention
and
creativity
and
focus
ok.
So
in
15
minutes,
I
would
like
for
you
to
develop
summary
themes
from
your
table.
Now,
I'm
not
asking
you
for
common
theme,
so
much
as
getting
the
summary
of
what
your
table
had
to
offer
any
questions,
ok
in
15
minutes
and
then
I
will
call
time.
Thank
you.
F
F
F
F
F
H
F
G
B
B
I
E
Xl
or
where
does
the
community
and
the
city
excel?
What
makes
you
proud?
Well,
just
the
general
feeling
at
the
table
is
we're
just
proud
as
heck
about
Evanston
and
any
other
town
should
be
just
pea
green
with
envy
about
our
city
anyway,
our
things
that
we
noted,
where
our
diversity,
our
opinions,
we're
really
good
to
trees.
We
have
great
schools
and
universities,
believe
it
or
not,
I'm
a
product
of
that
citizen
involvement.
That's
that
that's
here.
E
E
E
Management
of
specifically
city
government
maintenance,
specifically
the
maintenance
of
the
budget,
leveraging
the
people
and
talent
of
the
city
parking
in
tickets.
Some
people
wanted
a
closer
relationship
with
Northwestern
University.
They
thought
that
there
was
a
lack
of
pragmatic
leadership
in
the
city
and
some
of
us
requested
more
development
in
the
neighborhoods.
Some
people
thought
we
spent
too
much
a
year
over
year
and
one
person
thought
that
the
city
is
in
everybody's
business.
E
B
J
Table
10
some
of
the
things
that
we
thought
that
Evanston
excels
at
our
the
fact
that
we
feel
many
of
our
citizens
are
involved,
even
though
we
couldn't
get
too
many
of
them
out
to
come
to
these
they're
everywhere
you
go.
You
meet
people
who
care
deeply
about
the
city
that
the
city's
very
family-friendly.
J
J
Some
of
the
places
where
we
missed
the
mark.
We
seem
to
have
an
inability
to
prioritize.
We
have
a
reluctance
to
make
hard
decisions
at
some
point.
You
have
to
put
your
foot
down
and
go
one
way
or
the
other.
We
often
have
conflicting
goals
and
principles
because
of
the
nature
of
our
community,
and
we
need
to
work
harder
to
resolve
those
issues.
J
We
have
a
consistent
accountability
problem.
Sometimes
it
feels
like
you
should
be
going
to
one
set
of
people
with
a
problem.
Instead
of
another,
we
sometimes
the
left
hand
of
our
city
government
doesn't
know
what
the
right
hand
is
doing.
We
sometimes
lack
our
interdepartmental
communication
and
we
have
a
very
strong
Civic
hubris
that
we
don't
often
pay
attention
to
what
other
communities
outside
of
Evanston
are
doing
to
solve
the
same
problems.
J
K
Well,
almost
everything
so
the
things
that
we
thought
we
excel
at
diversity:
arts,
culture,
transportation,
northwestern
love
hate,
but
it's
definitely
in
Excel
we
have
the
lake.
We
have
a
very
engaged
citizenry
and
I.
Think
some
of
the
other
groups
touched
on
that
so
where
we
missed
the
mark
fiscal
responsibility,
lack
of
coordination,
I
think
the
example
was
40
groups
working
on
affordable
housing,
lack
of
transparency,
some
of
us
kept
talking
about
evanston
tries
to
be
all
things
to
all
people.
K
You
know
evanston's
Anytown,
but
there
are
other
towns
around
here.
We
don't
act
regionally.
We
think
we
have
to
solve
it
all
here
and
also
utilization
of
intellectual
capital.
We've
got
a
lot
of
great
people
in
evanston.
Let's,
let's
utilize
that
focus
attention.
We
changed
our
word
here.
We
had
to
change
her
word,
but
fiscal
prioritization,
better
relationships
with
northwestern
and
the
other
nonprofits,
and
we
keep
talking
about
Northwestern,
but
we've
got
a
lot
of
nonprofits
here.
K
C
Okay,
so
we
felt
like
we
excelled
in
our
great
school
system,
fully
engaged
populace,
diverse
communities,
safe
location
like
Michigan,
Northwestern,
University
transportation
and
arts
and
culture
where
we
missed
the
mark.
We
participate
and
engage,
but
we
don't
decide
the
council.
The
council
acts
for
the
community
to
participate,
but
does
not
listen.
For
example,
Church
Street
plan
Westside
plan
downtown
plan.
C
We
demand
without
an
open
mind
to
compromise.
We
don't
live
up
to
the
commitment
to
neighborhood
plans
and
we
have
conflicting
visions
so
where
we
need
to
focus
our
attention.
Complete.
Our
projects
use
our
own
Everson
resources
more
effectively
by
way
of
Northwestern,
nonprofits
and
social
service
agencies
approve
improve
financial
balance
between
northwestern
and
eveson
in
a
measurable
way.
L
Okay,
where
we
excel,
we
thought
number
one
was
well
I
won't
put
these
in
order
engaged
citizenry
volunteerism,
a
lot
of
volunteers
in
evanston,
the
community
expertise.
We
have
a
ton
of
expertise
in
this
community:
good
quality
of
life,
schools,
socially
conscious,
community
resources,
northwestern
the
lakefront.
You
know
everything
just
tons
of
resources
and
cultural
activities
where
we
missed
the
mark,
our
relationship
with
the
university,
not
utilizing
enough.
L
We
came
up
with
a
micro
managing
council
spending
a
lot
of
time
on
little
things
that
don't
make
it
much
sense
and
doing
other
things
in
two
minutes
that
really
deserve
discussion,
property
taxes,
business
retention,
we
miss
the
market
as
well
as
job
creation,
not
listening
to
our
own
boards
and
commissions.
We've
got
all
these
volunteers
out
there,
giving
us
information
and
some
of
the
time
it
just
comes
back,
and
everyone
goes
that's
fine,
we'll
do
this
personnel
costs
I!
B
B
H
Don't
need
a
mic
there's
a
lot
of
unanimity
on
a
lot
of
those
things.
It's
interesting,
I've
done
these
kind
of
things
before
and
usually
civility
comes
up
as
something
we
missed
the
mark
on.
So
maybe
we're
better
that
it
didn't
come
up,
but
I
think
we
all
saw
some
things
on
other
people's
lists
that
we'd
had
on
ours
like
certainly
the
not
listening
to
our
own
boards
and
commissions
would
be
high
on
my
list.
If
I
thought
of
it.
J
I
was
just
going
to
say,
you
know,
I
know
that
we
all
did
end
up
saying
mostly
the
same
things,
but
that
means
that
something
is
in
the
way.
You
know
it
doesn't
make
a
lot
of
sense
if
everybody
has
all
the
same
ideas,
and
yet
we
don't
see
them
in
reality.
That
means
that
there's
something
in
the
way
that
has
a
real
legitimate
reason
for
being
there.
It's
not.
F
N
What
Vito
just
said
we
did
that
we
did
something
like
this
about
seven
years
ago,
was
organized
a
little
bit
differently,
but
there
were
probably
a
hundred
people
involved
that
we
divided
up
in
each
alderman
had
a
group
of
people,
and
we
came
up
with
all
these
ideas.
They
kind
of
rolled
up
and
they
rolled
up
and
they
went
to
the
council
and
we
made
lots
of
great
suggestions
and
it
really
went
nowhere
and
the
people
that
were
involved
in
that
were
pretty
disappointed.
N
Having
spent
a
lot
of
time
on
this
exercise-
and
it
really
became
just
an
exercise-
so
I
think
everybody
in
this
room
is
hoping
that
this
is
going
to
mean
something.
We've
got
some
tough
work
to
do
and
we've
coming
up
with
good
ideas,
a
lot
of
unanimity.
There
is
a
lot
of
similarities,
but
there's
really
like
what
was
that
one
was
great,
but
anyhow
I
hope
that
something
comes
out
of
this
I'm.
Trusting
our
new
management
will
do
that.
O
I
guess:
there's
a
lot.
I
see
a
lot
of
good
comments,
overlapping
things.
You
know
wonderful
ideas,
but
personally
I
guess
I
was
hoping
that
this
these
workshops
we're
going
to
drill
down
into
the
detail
of
the
budget
and
I
know
this
leads
up
to
that
to
some
degree
but
more
interested
in
the
details.
B
Thank
you,
Michael
I,
appreciate
that
expression
and
I
know
that
people
want
to
get
down
to
what
they
see
as
the
work
I
just
like
to
ask
you
to
realize
that
reflection
is
an
action
step.
You
will
go
faster
and
be
more
precise
and
more
clearer
and
more
pointed
when
you
take
a
pause
and
give
yourself
the
chance
to
understand
and
reflect
on
what
you
care
about,
because
until
you
have
some
sense
of
common,
a
common
sense
of
common
sense.
B
Until
you
have
a
shared
sense
of
what
you
care
about,
you
will
have
difficulty
coming
to
any
kind
of
consensus
at
the
end
of
this
process,
and
so
the
step
we're
taking
I.
Think
as
a
step
in
in
my
studies,
in
my
theory
and
in
my
experience
that
really
improves
the
value
of
the
output,
and
so
it
was
therefore
designed
in
this
way
and
I
hope
that
you
will
stick
with
it
and
be
patient
and
see
whether
or
not
that
proves
true.
I
also
appreciate
the
notion
that
many
processes
occur,
for
which
it
seems.
B
No
action
really
follows.
So
no
real,
good
action
and
all
I
can
say
is
this-
that
this
is
a
process
for
you
to
make
relevant.
So
this
is
your
meeting
and
your
experience
to
make
relevant
and
the
famous
quote
from
Margaret
Mead
as
you've
all
heard
many
times,
never
doubt
that
a
small
group
of
people
can
change
the
world.
B
Indeed,
it's
the
only
thing
that
ever
has
so
you
have
a
chance
to
be
purposeful
in
this
experience
and
you're
being
given
every
opportunity
to
express
yourself
and
to
share
your
thoughts
and
to
include
others
and
involve
others
and
and
I
hope
that
you
will
do
so.
I
want
to
move
on
to
the
next
exercise
so
that
you
can
take
a
break,
and
this
one
indeed
is
about
the
power
of
G
change,
requiring
that
you
get
in
touch
with
what
you
care
about
again.
This
is
a
conversation.
B
I
would
like
you
to
begin
recording
immediately
on
the
sheets.
You
have
and
do
it
in
bullet
point
format
as
you
speak
as
you
converse,
because
we
don't
have
the
time
to
do
what
we
just
did,
which
was
to
listen,
really
well
first
and
then
write
down
the
summaries,
so
you
have
to
you
know
multitask,
if
you
will
so
this
is
a
conversation
about
purpose.
It's
about
your
community
and
your
city
and
the
questions
are
go
like
this
and
you
do
not
need
to
answer
each
question.
Okay.
B
This
is
a
matter
of
talking
about
a
single
conversation
about
what
is
the
meaning
and
value
that
you
want
this
city
to
be
creating
for
you
and
for
the
other
stakeholders,
because
you
are
your
spokespeople
for
74,000
people
here,
and
we
have
this
few
of
you
who
have
the
chance
to
be
that
voice.
What
about
the
evanston
community
has
meaning
for
you?
What
fundamental
value
does
the
city
of
Evanston
aim
to
create
its
its
fundamental
reason
for
being?
And
why
do
we
community
members
choose
to
invest
ourselves
this
way?
B
Okay,
so
this
is
a
conversation
about
purpose.
I
would
like
to
give
you
15
minutes
to
converse
and
put
everything
into
one
list,
because
it's
really
one
conversation
and
if
you
can't
find
your
way
to
doing
it
that
way
answer
them
each
separately,
it's
okay!
It
will
all
eventually
point
to
the
same
thing.
B
B
B
F
F
F
F
F
F
F
M
M
Why
are
we
here?
Several
of
us
are
highly
motivated
to
raise
the
bar
and
to
remove
what
some
call
a
culture
of
mediocrity,
and
there
was
a
feeling
that
another
key
goal
is
purpose
is
providing
adequate
services
while
staying
within
our
means.
That
reflects
a
little
bit
of
a
very
broad,
ranging
conversation.
H
Well,
we
got
hung
up
on
what
were
we
talking
about?
We
r
we
talking
about
the
community
or
were
we
talking
about
the
city
of
Evanston,
which
are
two
different
things?
So
we
said
the
community
is
a
much
bigger
concept
in
the
city
and
the
city.
There
are
many
things
we
value
and
want
evanston
to
be
that
are
not
the
responsibilities
of
the
city
government.
So
our
example
was.
We
have
urban
farming
at
our
table,
so
I
said
so.
H
The
city's
role
in
this
is
to
let
people
have
chickens
and
do
farming,
and
you
have
policies
that
in
laws
that
let
you
do
that,
but
we
wouldn't
want
the
city
to
be
running
the
chickens
or
creating
the
urban
farms
or
buying
the
land
that
that's
more
appropriately
in
the
world
of
not-for-profits
and
schools,
so
dividing
out
what
the
city
is
does,
that
is
the
expression
of
the
people's
will
vs?
What's
the
community
as
a
whole,
creating
it,
and
then
we
got
into
a
really
long
discussion
about
you
know
from
on
the
far
right.
P
I
think
the
first
thing
that
came
to
mind
for
all
of
us
was
fire
and
police
in
that
evanston
is
our
home
and
all
the
security
issues
that
go
with
that,
so
he
couldn't
miss
that.
Secondly,
we
have
a
commitment.
We
seem
to
have
a
commitment
to
human
development
and
growth
with
all
the
Public
Service
entities,
universities,
the
not-for-profits,
fostering
self-governance,
that's
fundamental
value
that
the
city
of
Evanston
should
aim
to
create
learning
how
to
do
that.
Q
What
makes
evidence
in
the
great
city
that
it
is
is
as
rich
multi,
cultural
diversity,
it's
a
great
place
to
live,
work
retire
and
expire
to
serve
the
citizens,
help
our
neighbors
make
sure
that
no
one
lacks
resources.
We
talked
about
the
city.
Fundamental
value
is
to
have
a
vibrant,
diverse
community
that
creates
unity
and
values.
Everyone's
time,
gifts
and
talents,
giving
back
to
the
your
own
community
creates
good
stewardship.
It
creates
ownership
and
also
shows
that
you
care
and
love
the
community
in
which
you
live
in.
N
I'm
not
sure
if
we
excelled
or
missed
the
mark
on
this
one,
but
due
to
some
attention
and
creativity,
let's
see
we
talked
to
the
purpose:
quality
of
life.
I
guess
we're
all
here
about
a
quality
of
life
in
evanston
is
kind
of
a
unique
place
and
we
enjoy
the
quality
that
we
have
here
with
all
its
bruises
and
it's
good
things
too.
N
This
community
is
very
diverse
and
I'd
like
to
keep
it
that
way,
and
one
way
to
do
it
is
to
keep
it
affordable,
also
to
affect
change
positively,
affect
change,
the
ability
to
affect
change
and
the
frustration
that
goes
along
with
that.
It's
a
lot
of
times,
it's
very
frustrating
to
get
change
affected.
A
lot
of
infighting
I
didn't
fighting,
but
participatory
nature
of
our
community.
B
Thank
you
very
much,
so
what
I
was
asked
to
do
and
I
forgot
was
for
each
person
when
you
speak
to
say
your
name
and
I
apologize.
That
was
asked
and
I
forgot
to
ask
you
to
do
that.
So
please
help
me
remember
in
the
upcoming
times,
when
you're
speaking
so
now,
you've
heard
a
sense
of
your
organization.
B
Your
this
particular
group
sense
of
purpose
of
this
city
also
some
interesting
points
raised
about
the
difference
between
community
and
city
and
how
you
differentiate
or
draw
the
distinctions
very
compelling
questions
that
you're
posing
not
exactly
answers
there.
The
lines
of
maybe
seem
to
be
firm,
but
maybe
they're
less
sperm
now
than
they
used
to
be,
or
that
maybe
one
of
the
things
that
you
begin
to
ponder
as
you
begin
developing
your
recommendations,
any
thoughts,
reflections
on
this
exercise
before
we
take
a
brief
break.
B
The
compelling
purpose
there's
nothing
really
more
important
to
name,
and
it
is
an
articulation
of
what
you
care
about.
I
was
very
moved
by
your
presentations.
I
hope
that
you
also
took
to
heart
that
this
is
not
only
an
intellectual
experience.
It
is
also
a
heart
experience.
That
is
how
you
come
to
be
wise
and
so
I
know
that
that
maybe
rubs
a
few
people
the
wrong
way,
because
you're
used
to
participating
in
the
public
process
very
stripped
from
your
emotions.
B
Well,
that
isn't
the
right
way
because
oftentimes
they
bubble
up,
don't
they,
but
but
the
notion
here
is
that
the
way
we
do
this
purposefully
meaningfully
and
effectively
is
to
marry
those
two
things,
and
so
the
process
tonight
is
to
help
us
get
in
touch
with
that
whole
picture.
I
absolutely
promise
you
that
the
next
workshop
is
all
about
the
tangible
things
again.
So
this
is
the
moment
when
we
have
a
chance
to
get
connected
after
break.
B
We
will
be
talking
about
the
the
future
2020
2010-2011
and
what
that
needs
to
look
like
what
the
essential
attributes
of
that
period
of
time
are
going
to
be,
and
this
will
give
us
a
chance
to
create
the
tension
between
what
we
have
now
and
what
we
need
to
create.
So
ten
minutes
see
you
back
as
soon
as
you
can.
Thank
you.
B
Would
like
you
to
have
a
slightly
different
conversational
experience
in
the
second
half,
so
would
request
that
maybe
two
people
from
each
table
shift
to
the
next
table
going
clockwise.
Okay,
so
that,
therefore
you
would
have
a
little
bit
different
experience.
So
two
people
from
for
moved
to
three
two
people
from
three
moved
to
two
and
two
people
from
to
move
to
ten.
It
so
happens
he's
going
to
come
along.
Aren't
you
come
back
all
right?
Oh
okay,.
B
B
This
is
about
what
we
need
to
create
coming
forward
and
for
the
process
to
work.
Well,
I
would
like
us
to
introduce
the
concept
of
brainstorming,
and
that
is
that
in
the
next
segment
you
follow
these
kind
of
guidelines
to
generate
as
many
ideas
as
you
can
not
to
discuss
what
people
raise,
but
just
write
it
down,
not
to
judge
good
or
bad
and
the
more
ideas
the
better.
So
you
can
just
build
off
of
each
other's
ideas.
So
let
me
give
you
a
little
instruction
here
as
to
the
the
prompt.
B
B
But
given
what
you've
said
already
this
morning,
there's
a
certain
character,
a
certain
flavor,
a
certain
way
that
the
city
of
Evanston
wants
to
be.
There
are
certain
essentials
that
can't
be
compromised,
and
so
this
particular
exercise
is
about
your
naming.
What
is
essential,
what
I'd,
like
you
to
do,
is
answer
several
questions
to
point
to
that,
and
the
questions
are
these:
what
does
success?
Look
like
in
22
2011,
given
the
context,
the
current
fiscal
condition,
the
current
context
of
our
what
we
care
about?
What
do
we
see
in
here
that
suggests
success?
B
B
So
I
want
you
to
have
a
conversation.
I
want
you
to
write
a
lot
generate
as
much
as
you
can
on
your
sheets.
This
is
about
the
essential
attributes
for
2010-2011
the
absolute
musts
to
maintain
and
still
be
evanston,
even
while
you
trim
and
cut
and
or
whatever
it
is
that
you're
going
to
be
suggesting
coming
up
next
time.
F
F
S
H
G
B
S
F
N
B
U
We
came
up
with
our
essentials
for
a
balanced
budget.
The
revenues
should
exceed
expenditures,
not
that
revenues
should
be
equal
to
expenditures,
jobs,
business
attraction
and
retention,
safe
community
public
transportation
infrastructure,
which
was
talked
about
earlier,
roads,
etc.
Schools,
education,
a
smaller
government,
an
efficient
government,
a
smaller
property
tax
bill,
mayoral
and
alder
manic
pay
cuts
a
12-step
program,
I'm.
Sorry,
okay,
I
think
we
left
out
also
an
increase
in
premiums
for
the
health
care
that
the
mayor
and
the
aldermen
receive.
U
We
need
a
12-step
program
for
recovering
politicians.
Please
don't
spend
money
that
we
no
longer
have
and
never
have
had
temporary
furloughs
community
involvement,
honest
tough
choices
concerning
the
pension
crisis,
a
more
attentive,
responsive,
City,
Council
city
after
city
staff
should
reflect
the
current
economic
conditions
we
should
be
living
within
our
means.
U
We
should
maintain
our
library
services
in
the
current
environment,
they're
very
important
to
those
that
are
without
work
and
those
that
are
home
and
everybody
in
general
partner
with
Northwestern
University
and
other
nonprofits.
No
new
programs
midstream
without
reducing
something
else,
everything
should
balance
and
be
offset
luminate
limited
change,
orders
and
use
in
house
city.
B
V
K
I
am
Craig
and
McClure,
so
we
talked
about
an
optimal
level
of
service
that
may
or
may
not
be
what
we
have
today.
We
talked
about
cost
effective
services,
providing
services
that
support
socio,
economic
and
racial
diversity,
more
effective
use
of
boards
and
commissions.
Let
Wally
be
Wally,
so
let
the
city
manager
be
the
city
manager
examine
our
consulting
relationships.
We
have
a
lot
of
intelligent
local
resources,
better
relationships
with
the
business
community,
particularly
around
retention
and
expansion,.
X
Call
bova
some
of
the
factors
that
we
were
looking
at
two
is
that
we
need
to
have
a
passion
for
fiscal
responsibility.
We
need
to
build
a
one
to
five
or
ten
year
financial
plan.
We
need
to
share
functions
with
others,
especially
other
cities,
the
University
and
our
non-for-profits
we
need
to.
We
have
attracted
new
business.
X
More
fiscal
transparency,
transparency,
for
instance,
facilities,
management
parks
and
fleet
services.
All
have
costs
associated,
whether
it's
hard
to
unbundle
them,
especially
for
the
public,
justify
overreaction,
especially
with
respect
to
consultants,
and
they
need
to
provide
value-added
at
a
return
for
investment.
Did
they
give
us
what
we
need
and
want
establish
a
cost-benefit
analysis
set
up
and
reach
goals
regarding
efficiency,
we
are
fair
about
new
fees,
programs
and
expenses,
and
we
need
to
capitalize
on
citizen.
X
Y
Y
Second,
is
valentin
heed
to
balance
the
budget
unequivocally.
We
somebody
wanted
to
have
a
consensus
outcome
where
everybody
felt
good
about
the,
but
they
out
the
budget
outcome.
There
must
be
productivity
gains.
We
need
to
be
able
to
get
more
for
less
in
town.
We
should
not
be
raising
taxes
and
we
need
to
maximize
our
social
values.
We
need
to
maintain
diversity
in
the
community
and
make
sure
they're
not
balancing
the
budget
on
those
that
are
less
fortunate.
Y
We
need
to
be
willing
to
cut
Social
Services
over
police
and
fire
was
the
perspective
of
some,
and
that
was
countered
with.
We
need
to
maintain
social
services
that
prevent
the
need
for
fire
and
police
services,
no
sacred
cows.
Everything
needs
to
be
on
the
table.
What's
different,
we
need
to
have
more
engagement
of
nonprofit
and
charitable
organizations.
The
city
needs
to
figure
out
how
to
work
and
leverage
those
organizations
in
the
community.
We
need
increase
cooperation
with
nearby
communities
and
more
internal
coordination
and
cooperation
within
our
city
between
the
city,
district,
65,
district
202.
Y
You
know
other
organizations
in
town.
There
are
many
synergies,
potential
synergies.
We
need
to
leverage
human
capital
to
reduce
expenses,
things
like
getting
nu
interns
to
do
some
services
for
us
and
also
potentially
generate
revenue
using
city
staff
that
may
be
able
to
provide
expertise
or
consulting
services
to
exterior
organizations.
So
that
was
our
list.
B
B
H
B
B
D
V
One
of
the
things
that
that
came
up,
which
is
probably
maybe
a
little
bit
more
more
proactive,
but
but
the
the
idea
that
we
talked
a
lot
about
the
decisions
we
make
about
how
we
use
the
resources.
But
we
hadn't
talked
as
much
about
how
to
use
the
personnel
and
perhaps
looking
at
the
that
idea
of
using
city
personnel
to
perhaps
raise
more
revenue
by
providing
services
to
other
communities
outside
in
the
region.
I
thought
that
was
a
very
innovative
idea
and
something
we
hadn't
heard.
T
B
T
U
U
Ok,
I
would
say
that
it's
a
it's
really
easy
to
throw
out
all
these
grocery
lists
or
laundry
lists.
Without
discussing
because
we
started
to
bog
down
and
discussing
them,
then
it
kind
of
slowed
the
pace,
but
it
shows
the
difficulty
in
what
people
thinks
a
good
idea,
but
then
how
do
you
get
from
point
A
to
point
B
to
achieving
that
which
you
refer
to
in
complexity?
U
M
What
occurs
to
me
is
that
there
is
perhaps
reason
to
be
critical,
but
for
me
it's
more
about
changing
the
paradigm
I
think
about
what
the
city
staff
has
done
to
provide
h1n1
vaccinations
they've
gone
way
way
over
the
top
to
help
address
that
issue
and
I
guess
what
I
hope
can
be
heard
is
that
maybe
there's
some
different
paradigms
that
we're
talking
about
and
and
ways
of
working
and
I
just
want
to
acknowledge
it.
It
feels
like
there's
a
lot
more
criticism
than
I'm
willing
to
be
part
of
I.
M
U
There's
a
large
amount
of
money
spent
in
the
budget
on
the
City
Council
I'm,
not
going
to
debate
that
here.
This
was
just
to
throw
ideas
out.
It
wasn't
meant
to
be
critical,
but
the
thing
is
it's
a
very,
very
hard-nosed
thing
of:
where
can
we
cut
a
net?
And
you
know
if,
if
governments
run
like
businesses
are
on
the
street,
it
you
come
to
a
completely
different
place.
J
One
thing
that
resonated
with
me
was
that
we
didn't
just
talk
about
cuts.
I
know
our
table
talked
about
also
expanding
our
revenue
streams.
I
think
it's
important
that
we
realize
that
there
are
two
ways
to
solve
a
budget
gap.
You
know,
take
those
cuts,
maybe
you
get
half
and
then
raise
the
other
half
and
new
forms
of
revenue.
I
like
the
fact
that
that
came
up
in
a
lot
of
the
groups
and
that's
something
that
we
definitely
need
to
focus
on.
R
In
my
opinion,
the
City
Council
and
the
mayor
are
underpaid,
each
of
them
dedicated
a
lot
of
time
and
they
do
what
they
should
to
when
they're
doing
a
great
job
in
it
see
alderman
raining
I've
always
told
her
I
thought
her.
She
was
the
best
alderman
I
know
I,
see
Grover
here.
I
could
tell
you
this
in
working
with
when
she
was
the
Ottoman
alderman
tisdall
the
number
of
hours
she
put
in
for
the
bunt
of
page.
It
wasn't
a
matter
of
money.
Well,
let
me
tell
you
my
feeling
on
this
thing.
R
I
think
this
workshop
missed
the
point.
The
issue
involved
is
the
budget
and
it's
a
budget
workshop.
What
I've
heard
today
are
a
good
bunch
of
citizens
that
show
their
interest
in
their
love
for
the
city
and
it's
great.
They
have
their
opinions.
It
would
have
been
better
to
me
to
have
each
of
the
members
that
are
department,
heads
stand
up
and
those
of
us
that
have
experiences
with
them
bring
up
the
issues
we
think
are
important.
R
B
D
I
looked
at
the
budget
materials
on
the
website.
The
one
thing
that
strikes
me
more
than
anything
else
is
that
there's
a
lot
of
categories
and
with
as
large
a
deficit
as
we
have
it's
going
to
mean
cutting
or
either
raising
revenues
are
cutting
in
a
lot
of
different
places,
and
that
is
what's
going
to
require
the
creativity,
because
it
is
you
can't
just
go
to
one
section
and
say:
okay.
Well,
we'll
get
the
whole
eight
million
here
it's
going
to
have
to
be
spread
around.
Thank.
B
You
well
you,
you
segue
very
nicely
into
what
I
want
to
point
out
as
something
we
started
with
this
evening,
you'll
notice
that
we
did
three
categories
in
in
our
database
creation.
We
did
where,
where
do
we
excel?
Where
do
we
miss
the
mark
and
what
needs
attention
and
creativity
we
could
have
said:
where
do
we
attack?
What
do
we
cut?
You
know
where
are
we
brutal?
B
Instead,
if
we
can
shift
this
notion
and
say
we
know
now
what
we
want
to
create,
and
this
kind
of
capture
is
a
sense
of
what
are
what
is
essential
and
how
do
we
creatively
now?
It
isn't
that
we
have
consensus
on
this.
Obviously,
there's
a
lot
of
difference
of
opinion,
but
how
do
we
creatively
move
there
without
the
notion
that
we
have
to
be
entirely
in
a
reactive
mode?
B
Can
we
create
a
future
that
looks
different
and
if
there
is
what
was
named
as
a
paradigm
shift
we're
even
for
the
next
five
to
ten
years?
There
is
a
sense
that
we
have
some
stability,
but
it's
going
to
take
a
shift
or
a
resetting
that
that's
one
of
the
terms
that
is
being
referenced
to
these
days.
This
is
kind
of
a
reset
for
where
we're
going
to
be
going
forward.
It
isn't
something
that's
going
to
be.
B
You
know
one
year
and
then
we're
fine
and
everything
is
going
to
go
back
to
the
way
it
used
to
be
so
there
is
a
notion
of
standing
in
a
plate
in
a
creative
space
rather
than
a
reactive
space.
What
do
we
want
to
move
toward?
We
want
to
move
toward
balance.
We
want
to
move
toward
a
willingness
to
maintain
those
things
that
we've
said
are
absolutely
essential.
We
want
an
optimal
level
of
service,
but
it
may
be
different.
B
Next
time,
I'm
hoping
you
all
of
you
will
be
back
we're
going
to
be
bringing
all
of
this
data
to
you
again
in
written
form,
hopefully
by
the
end
of
the
day
tomorrow,
so
that
if
there
is
an
interest,
you
can
reference
that
it
will
be
posted
on
the
website
and
also
circulated
to
all
of
the
people
who
did
not
come
this
time,
but
may
join
us
again
next
time.
I
want
you
to
know
that,
in
the
interest
of
time
we're
going
to
eliminate
the
last
crossroads.
B
So
the
wrap-up
is
about
our
next
steps
and
the
questions
that
you
have
about
that
and
I'd
like
to
you
know
invite
the
staff,
if
they
would
like
any
person
on
the
staff
who
wants
to
join
me
or
be
available
for
the
question
and
answer
session
here
too.
To
do
so,
and
we've
said
quite
a
lot
about
that
already,
but
I
want
to
be
sure
that
we
cover
all
of
your
questions
at
this
time.
A
Again,
thank
you
for
what
you've
done.
I
think
there
was
something
that
was
said
early
in
the
evening,
which
I
want
to
make
sure
that
is
repeated,
and
that
is
my
commitment
to
you
for
being
involved
in
this
process
is
every
idea
that
comes
out
of
this
process
will
be
responded
to
either
directly
with
something
in
the
budget
or
we'll
work
on
it
or
will
tell
you
why
we're
not
working
on
it.
So
it's
we've
heard
early
on
that.
You
want
this
to
be
meaningful.
A
This
is
going
to
be
meaningful
and
everything
that
comes
out
of
this
we've
also
had
our
employees
and
will
we
need
to
get
that
information
out
to
you
as
well?
We've
had
our
employees
go
through
this.
That
I've
made
the
same
commitment
to
our
employees
that
every
idea
that
they
have
generated
will
be
responded
to
so
this
late,
a
great
groundwork,
I
think
tonight,
tuesday
evening
at
fleetwood,
jardaine
when
we
get
back
together
again,
the
rubber
meets
the
road.
Y
Y
A
A
And
I
would
need
to
look
the
staff
to
see
what
the
status
of
that
is
a
document
we
one
staff
member.
We
went
home
as
the
guy
who's
been
working
on
that
and
that's
Jonathan
Marty
Lyons,
our
assistant
city
manager,
made
of
the
status
of
well
we're
going
to
we're
going
to
publish
all
the
information
from
the
employee
meetings.
We've
had
it.
S
Is
our
goal
tomorrow
to
start
putting
this
and
the
staff
information
together?
We
have
that
done
so.
The
goal
is
to
try
and
get
it
in
a
similar
format.
When
we
talked
to
the
staff,
it
was
more
on
the
improvement,
sighs.
What
are
your
suggestions,
so
we
don't
have
some
of
the
same
things,
but
we're
going
to
try
and
get
it
into
a
similar
format.
So
you
get
the
feel
of
both
sides
because.
A
S
A
group
I
did
the
parks,
forestry
and
recreation
group
and
said
in,
and
we
did
something
almost
identical
to
this
and
that
we
broke
them
up
into
seven
or
eight
tables
gave
them
four
questions
that
we
wanted
answers
on
and
then
also
gave
them
a
little
freeform
time
of
what
are
you
doing?
What
do
you
think
people
need
to
know
about
what
you're
doing
so,
just
in
case
some
folks,
weren't,
really
clear
out
that
yep
that's
our
service
or
that?
S
W
Just
wanted
to
point
out
to
resources
that
we
already
have
and,
and
a
lot
of
people
probably
may
not
know
about
them.
One
of
them
is
leadership
evanston,
which
is
a
training
for
rural.
You
learn
about
the
city
of
Evanston,
but
you
also
it's
a
training
to
help
you
to
get
involved
in
this
city
and
join
boards,
and
things
of
that
nature
and
Mary
Beth
Schroeder
is
right
here.
H
W
Come
back
later,
the
second
resource
is
a
Citizens
Police
Academy,
which
is
trained
you,
how
the
city
interfaces
with
the
police
department
and
you
can
get
you
can
sign
up
for
the
one
that's
going
to
be
starting
I,
think
in
march,
and
that's
for
12
weeks
in
married.
That's
it
for
nine
months,
but
it's
a
these
are
very
helpful
resources
that
help
you
to
understand
the
city
and
understand
how
you
can
interface
with
the
city
and
and
what
your
role
is.
You
know
so
I
just
thought,
I'd
throw
those
two
things
up.
Z
You
know
one
thing
that
we
just
haven't
talked
about
tonight
is
the
revenue
side
of
the
budget,
and
this
is
something
that
nobody
on
all
these
charts.
Nobody
wants
to
raise
taxes,
and
yet
we
need
to
have
the
revenue
to
pay
the
the
many
many
many
expenses
that
we
have
good.
Many
of
them
are
unavoidable,
so
I
think
we
need
to
think
about
ways.
We
can
generate
more
revenue
between
now
and
next.
The
next
session,
okay.
D
However,
for
group
I
cost
something
on
the
order
of
seven
seven
dollars
and
fifty
cents
for
example.
So
my
question
is:
how
do
those
number?
How
do
how
do
we
get
those
numbers?
How
are
those
numbers
determined
and
whether
or
not
if
you
could,
in
a
sense,
privatize
every
service
that
the
city
provides?
What
would
be
the
comparable
costs
from
the
private
sector
or
what
other
towns
or
communities
spend
in
order
to
provide
that
type
of
service?
D
Another
example
might
be
parks,
the
parks
and
recreation
lots
of
people
here
have
gardening
services,
and
you
paid
hazard
your
yards
taken
care
of
that's
the
same
type
of
service
that
that
you
do
in
order
to
maintain
the
park.
So
I
I'd
like
to
know
or
I'm
curious
about
that
type
of
a
now
cost
analysis.
A
Some
of
which
we've
done,
as
you
said,
we
put
up
the
information
that
we
have
on
the
refuse,
and
we
continue
to
work
on
that
because
that's
something
that
the
council
has
already
previously
directed
us
to
look
at
as
part
of
this
budget
process.
So
it
will
be
actually
talking
more
about
that.
This
is
that
I
think
we're
shooting
for
the
23rd
of
of
November.
So
before
this
process
is
over
they'll,
be
an
additional
discussion
about
that.
I.
A
Think
if
you
all
think
that
privatization
is
something
that
you
that
that's
something
that
should
be
talked
about
next
week
and
can
be
part
of
the
recommendations
made
from
this
process,
because
certainly
we
continue
to
work
despite
how
the
budget
ends
up,
we're
still
going
to
be
facing
fiscal
challenges
and
if,
as
representatives
of
the
community,
you
feel
we
need
to
be
looked
at
all
the
things
all
the
services
we
provide
for
contracting.
That's
I
think
a
very
legitimate
recommendation
that
could
come
out
of
this
process.
Don't.
D
Get
me
wrong,
I
don't
believe
necessarily
the
that
the
private
sector
can
produce
those
services
better.
I'm
curious
to
know
why
there
is
a
difference,
presumably
we're
nonprofit,
and
so
you
would
wonder
why
it
is
that
the
city
it
would
cost
more
for
the
city
to
do
it
than
it
would
for
the
private
sector.
That's
what
I'm
more
more
interested.
K
Mary
Beth
is
going
to
love
me,
but
I'm
going
to
throw
it
out
there.
So,
while
we're
talking
about
privatization,
I
would
like
to
understand
more
about
the
water
department.
So
my
partner
and
I
come
from
the
east
coast,
mainline
Philadelphia,
it's
all
private
water.
So
I
would
like
to
understand
more
about
the
water
department.
What
type
of
an
asset
it
is
revenue
stream
and
what
it
would
be
worth
on.
The
open
market.
I
With
the
water
department,
you
there's
been
talk
of
a
forty
percent
increase
in
water
bills
over
the
next
few
years.
It
will
that
be
discussed
as
we
get
into
this
budget,
because
that's
really
ties
in
with
it.
So
it's
really
so
I'd
like
to
know
if
we're
going
to
discuss
that
as
part
of
the
process
and.
A
I
A
P
S
The
lot,
some
of
our
audits-
we
just
did
a
auto
Don
duplicate-
claims
payment
Billings.
We
also
do
that.
We
have
an
ongoing
audit
on
all
of
we've
talked
about
revenues,
so
we
audit
some
of
the
collections
that
we
do
for
telecommunications
cable,
whether
or
not
nikkor
and
comed
are
collecting
the
when
they
collect
from
our
residents.
There's
a
utility
tax
on
there
so
that
the
state
took
a
lot
of
that
over.
So
we
still
want
to
try
and
find
out
that
it
was
done
the
right
way.
S
A
B
So
the
next
workshop
information
is
on
the
screen.
There
I
think
you
already
know
the
Fleetwood
jordaens
center
tuesday
night
at
seven
o'clock
p.m.
I
want
to
bring
your
attention
to
the
green
sheet
in
your
bin,
which
is
a
feedback
form
would
love
it.
If
you
would,
please
fill
that
out
and
leave
it
on
your
table
or
in
the
bin
when
you've
finished,
so
you
can
circulate
that
to
your
peers.
Now.
A
Again,
everyone
thank
you
for
coming
I'd
like
to
recognize
the
department
directors
who
made
it
out
anita
patel
of
our
budget
office,
Joe,
McCray,
SHINee,
Jackson
to
the
city
manager's
office.
One
final
thing,
the
name
tags
that
you
have
we
would
appreciate
if
you
leave
them
on
your
way
out,
will
bring
them
back
for
you
on
tuesday
evening
again,
unless
there's
any
other
questions.