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From YouTube: 09-15-22 Special Common Council Meeting
Description
This meeting is an in-service training for Council members. Topics discussed are Budget Basics, the Department of Public Works, and the Department of Planning & Development.
A
A
And
for
the
Public's
benefit
the
reason
this
evening's
meeting
is
held
via
Zoom.
This
is
a
an
in-service
training
for
Council,
where
there
will
be
presentation
of
information
by
City
staff.
We
will
not
be
discussing
looking
at
the
2023
budget.
There
will
not
be
public
comment.
There
will
be
no
votes
taken
tonight.
A
I
will,
however,
make
note
of
the
budget
being
presented
at
the
October
5th
common
council
meeting,
and
then
the
first
public
hearing
will
be
one
week
later
on
October
12th
and
that
budget
schedule
was
just
recirculated
for
everyone's
benefit,
so
I'll
turn
it
over
to
Steve.
First
and
I
suggested
roughly
30
minutes
for
each
of
our
three
presenters.
This
evening
there
will
be
opportunity
for
a
q.
A
A
people
can
also
follow
up
with
questions
afterwards,
and
some
of
the
questions
will
of
course
be
more
focused
when
we're
actually
presenting
and
looking
at
the
the
budget
so
Steve.
Thank
you.
I'll
turn
it
over
to
you.
B
Okay,
thank
you.
Let's
see.
B
Do
you
all
see
that
yes,
great
okay,
so
I
am,
as
Laura
mentioned?
We
are
in
the
middle
towards
the
end
of
developing
the
budget,
so
this
will
have
some
reference
to
budget
numbers,
but
it
will
not
have
the
budget
for
2023
because
we
are
working
hard
at
those
numbers,
as
we
sit
here
today.
B
So
the
objectives
I
have
is
kind
of
give
you
some
budget,
Basics
I
know
we
have
a
lot
of
new
people
on
the
council,
so
I'll
go
over
the
budget
timeline,
Financial
structure,
kind
of
what
goes
into
building
the
budget,
the
department
budgets
and
then
talk
about
some
details
on
the
tax
burden.
Financial
challenges
that
we
have
borrowing-
and
you
know,
borrowing,
money
and
debt,
all
related
and
Arbor
funds.
And
then
you
can
have
your
questions
at
the
end
or
at
the
end
of
the
full
session.
B
So
just
to
start
out,
of
course,
mayor's
budget
is
in
the
code
and
we
have
to
do
this
on
an
annual
basis
of
the
mayor,
with
the
assistance
of
the
controller,
basically
prepare
the
budget
and
submit
that
to
council
each
year.
The
information
required
in
the
budget
listed
here
and
I'll
send
these
slides
out.
After
our
presentation,
we
have
obviously
actual
expenditures,
expenditures
and
revenues.
B
Budget
is
modified
from
the
current
fiscal
year
estimates
for
the
next
year
and
then
Capital
activities
also
included
in
the
budget
as
long
as
as
well
as
debt
schedules,
equipment
schedules
and
Personnel
schedules,
the
budget
timeline.
So
the
budget
starts
and
pretty
much
takes
up
the
full
year.
But
it
starts
in
during
April
and
runs
through
September
for
the
development
of
the
budget
and,
of
course,
final
discussion
and
full
approval
is
done
by
November.
B
We
have
to
do
it
by
December
That's,
the
Law,
so
the
mayor
provides
budget
guidelines
to
department
heads
by
July,
1st
department.
Heads
then
make
their
budget
requests
to
the
mayor
by
August
1st,
and
then
we
take
those
submittals
from
departments.
The
mayor
chief
of
staff
and
myself,
and
we
meet
with
each
department
discuss
their
budget
proposals
go
through
the
details.
B
If
we
have
questions
kind
of
go
back
and
forth
with
the
department
head
on
the
proposals
and
then
come
out
with
a
what
what
they
you
know,
their
proposal
is,
and
then
we
developed
that
into
the
mayor's
budget,
which
is
submitted
to
Common
Council,
the
first
meeting
in
October
and
then
during
October
Council,
gets
an
opportunity
to
take
the
mayor's
budget
and
go
through
it
review.
B
It
comment
on
it,
change
it,
amend
it
and
make
those
changes
during
the
the
budget
meetings
in
October
and
then
Council
will
then
hopefully
adopt
a
budget
and
tax
levy
no
later
than
the
first
regular
meeting
in
December.
But
we
normally
approve
at
the
first
meeting
in
November.
So
that
gives
us
some
time
to
put
all
the
documents
together.
B
So
behind
the
scenes
again,
the
mayor
provides
budget
guidelines
to
departments
by
July
1st
those
guidelines
developed
through
the
controller's
office
in
conjunction
with
the
mayor,
and
we
look
at
many
items
and
we'll
talk
about
that,
a
little
bit
to
come
out
with
guidelines
to
the
Departments
during
that
period
of
time
and
then
in
August
through
September,
the
mayor,
Chiefs
and
staff.
B
As
I
mentioned,
discuss
the
budgets
with
department,
heads
and
then
data
comes
in
during
during
this
whole
process,
so
as
we're
developing
the
budget
data
such
as
health
insurance,
which
which
we
should
have
the
final
number
next
week,
you
know
we're
part
of
the
health
Consortium.
Their
board
of
directors
meets
next
week
and
will
approve
the
premium
change
for
the
2023
budget.
So
we'll
get
that
early
next
week
or
mid
mid
to
late
next
week,
pension
data
from
New
York
state
for
retirement
comes
in
mid-september.
B
We
already
have
what
the
averages
will
be,
but
we
don't
have
our
details.
They
send
out
detail
projections
we're
still
waiting
for
those
numbers.
They
should
come
to
us
at
any
point
and
of
course,
sales
tax
data,
which
is
a
large
piece
of
our
Revenue
source
for
the
city,
comes
in
monthly
and
I
continue
to
look
at
those
source
sources
of
revenue,
as
this
process
continues
into
even
through
October
and
it
then
expenses
are
developed
throughout
the
process
as
well,
and
so
really
the
thing
is
it's
a
it's.
B
It's
doesn't
take
just
a
few
weeks.
It
takes
this
whole
period
of
time
to
develop
the
budget
and
make
sure
that
we
have
a
good,
solid
bit
of
numbers.
When
you
see
the
budget
in
October
and
then
just
a
little
bit
on
financial
structure,
we
are
under
General.
Municipal
laws
is
according
to
the
law
for
various
I
items
in
our
budget.
In
our
accounting,
our
fund,
our
accounting,
is
fund
balance
accounting.
B
So
we
have
basically
the
the
general
fund,
which
is
really
the
One
Fund,
that
accounts
for
all
the
financial
activity
that
is
not
elsewhere
in
the
in
the
budget,
but
that's
all
raised
by
taxes
balanced
by
taxes.
Special
Revenue
funds
include
water,
sewer,
salad,
waste
storm,
water,
sidewalks,
Debt
Service.
A
lot
of
these
are
user-based
funds,
so
they're
developed
and
then
funded
by
the
user.
B
Obviously
the
Community
member
and
then
capital
projects,
accounting
for
all
the
capital
projects
for
the
next
year
and
then
trusting
agency
isn't
in
the
budget.
But
those
are
funds
that
we
have
that
we
have
revenues
held
in
trust
from
various
various
sources
over
the
course
of
many
many
years
and
the
structure
according
to
New
York
state,
is
they
basically
established
the
account
code
structure?
So
when
you're
looking
at
the
budget,
you'll
see
these
items,
our
examples
are
so
for
personnel.
B
So
all
staff
related
items
will
be
in
your
5100
accounts
in
your
5200
accounts
will
be
all
equipment
items
in
the
5400
accounts,
they'll
be
all
your
contractual
other
expenses
other
than
staff,
Staffing
and
Equipment,
and
then
5700
will
be
encumbrances.
Those
are
items
that
were
encumbered
from
a
previous
year
and
brought
forward
for
spending
in
the
next
year
and
then
in
the
9000
accounts.
B
We
have
fringe
benefits
and
also
debt
activity
and
you'll,
see
that
when
you
look
when
you
get
your
budget
document
in
in
early
October
and
just
to
give
you
a
little
more
detail,
what
you're,
looking
at
so
you'll
see
a
fund
which,
for
general
fund,
is
the
a
fund
and
then
a
functional
unit,
number
1315
in
this
case
it's
the
controller's
office
and
then
the
object
is
again
what
we
talked
about:
the
5100
to
5200s,
the
50
400
accounts,
and
it
will
just
give
you
more
detail
of
what's
included
in
those
expense
accounts.
B
So
we
have
to
come
up
with
a
number
of
cost
projections
and
so
those
those
are
important
pieces
and
larger
pieces
to
the
city's
budget
labor
contracts.
We
have
six
units,
six
unions
in
the
city,
that's
the
six
units,
including
CSEA
admin
and
CSEA
DPW,
the
PBA
unit,
the
paid
firefighters
Association,
the
chief
officers
unit,
which
is
part
of
the
fire
unit
and
then
the
executive
Association.
B
B
And
then,
if
we
don't
have
these
contracts
in
place
for
the
following
year,
if
we're
still
in
negotiations
like
we
currently
are
with
three
units,
we
we
do
an
estimate
and
put
that
into
the
budget
as
estimated
for
net
that
the
following
year
and
hopefully
come
up
with
a
close
to
what
we
project
for
those
negotiated
contracts,
capital
projects,
we
obviously
go
through
a
whole
projection
and
submittal
of
capital
projects
that
are
submitted
by
the
Departments.
We
go
review
those
through
a
committee.
B
We
then
Whittle
those
down
because
we
have
way
more
requests
for
funding
than
we
have
resources
available
to
pay
for
those,
and
then
we
include
those
in
the
budget
as
well
as
Debt,
Service,
Debt,
Service.
Obviously,
and
I'll
go
into
some
of
these
in
more
detail
in
a
few
slides
down
the
road
here,
but
that
service,
obviously
a
very
big
part
of
our
activity.
B
It's
all
related
to
capital
projects.
So
all
of
our
borrowing
for
for
those
capital
projects
is
also
included
in
the
budget,
and
then
we
have
other
insurance
projections,
including
Property
Insurance
liability
insurance.
We
are
self-insured
in
many
of
the
areas
up
to
a
point,
but
we
do.
We
do
have
a
risk
there
that
we've
kind
of
taken
out
a
little
more
risk
over
time
to
reduce
our
premiums.
B
It
has
come
out
to
be
a
very
good
situation
for
the
city
as
far
as
insurance
premiums
and
those
we're
still
waiting
for
those
costs
to
come
in
will
usually
generally
get
those
costs
early
in
October
and
then
again
we'll
get
our
final
Insurance
projections
at
the
end
of
December
and
then
fringe
benefits.
Of
course,
this
is
all
your
Fringe
benefit
benefits
related
to
labor,
your
pensions,
health,
insurance,
unemployment,
day
care
workers,
comp
insurance,
FICA
and
dental
are
a
number
of
The
Fringe
Benefits
that
we
offer
here
at
the
city.
B
I'm,
sorry
about
that,
okay,
so
what
we
try
to
do
is
build
a
five-year
forecast
and
I
would
tell
you
that
we
take
a
look
at
all
a
number
of
items
and
kind
of
throw
them
into
the
mix.
Look
at
you
know
the
state
and
federal
economy,
the
local
economy,
how
the
stock
market
is
doing
any
Trends,
historically
back
and
then
current
trends
and
then
any
future
trends
that
may
come
our
way
that
we
know
are
anticipated
that
will
make
a
difference
in
our
upcoming
budget.
B
We
also
look
at
what's
happening
with
development.
Obviously
we
know
it's
been
very
active
over
the
last
number
of
years
and
continues
to
be,
and
those
impacts
are
also
factored
into
both
our
revenues
and
expenses
for
for
the
following
year,
and
also
The
Five-Year
forecast.
We
try
to
do
include
all
of
these
and
I
would
tell
you
Beyond
two
years
you're,
it's
really
just
a
kind
of
a
guideline.
B
You
can't
get
very
detailed
once
you
get
down
two
years,
it
becomes
very
fuzzy
as
you're
trying
to
build
these
budgets
and
then
assessments,
of
course,
assessments
change
every
single
year.
We
we
do
get
that
information
from
Tompkins
County.
They
do
all
of
our
assessments
for
the
city.
We
get
that
every
year
on
July
1st,
and
so
those
are
important
things
to
factor
into
our
building
of
the
budget.
And
then
we
look
at
current
impacts.
What
are
the
pension
costs
doing?
B
What's
health
insurance
up
to
you
know
where
the
premiums
headed?
How
are
other
revenues
forecasted
for
then
for
the
current
year
in
the
in
the
next
year?
And
how
are
expenses
trending
over
over
the
past
few
years
and
then
what
are
they
doing
currently
and
what
might
they
do
for
the
the
next
year
and
then,
of
course,
the
mayor's
mayor's
guidelines?
B
The
mayor's
guidelines
this
year
were
a
two
two
percent
and
four
percent
increases
from
the
2022
budget,
so
that
gave
departments
a
good
guideline
to
follow
and
and
build
their
budgets
based
on
those
increases
from
2022.
B
and
out
of
that
comes
request
because
a
lot
of
the
Departments
can't
fit
their
needs
or
Services
into
those
two.
Two
and
four
percent
increases
that
the
the
guidelines
are
out
there
as,
and
so
they
they
during
their
budget.
They
they
do.
A
over
the
over
Target
requests
to
to
the
city
based
on
you
know
needs
that
they
need
beyond
the
two
and
four
percent
budget
that
has
been
submitted
and
then
once
the
mayor's
budget
is
submitted
and
put
out
there
for
Council
to
review.
B
That
departments
and
you'll
see
these
these
requests
that
are
above
the
mayor's
budget
that
the
Departments
have
decided
that
they
need
to.
They
need
to
request
funds
beyond
the
budget,
and
then
it's
your
just
decision
and
choice
to
make
to
make
those
changes.
So
we
take
a
look
at
the
department
budget
submittals.
We
review
the
documents
of
all
the
Departments
and
they
submit
the
documents.
B
We
are
always
looking
for
a
consist
consistency
in
in
their
submittals,
so
we've
been
trying
over
time
to
make
sure
as
best
we
can
to
make
sure
that
they're
they're
documents
that
are
as
close
to
what
we're
looking
for
as
possible
among
kind
of
over
the
overall
of
of
all
the
departments.
It
is
difficult
with
the
larger
departments
because
they
have
a
lot
of
programming
that
has
to
go
into
it.
B
So
it's
it's
difficult,
because
the
controller's
office
is
much
different,
structured
than
like
the
use
Bureau,
so
we're
just
looking
for
improved
documentation
there
throughout
the
department,
submittals
and
then
any
summary
of
changes
that
come
our
way.
B
So
this
the
submittals
include
salary
listing
for
all
employees
in
their
Department
expended
expenditures
from
previous
years
and
the
current
year
and
then
looking
at
their
current
year
proposal
and
also
detail
on
those
expenses
and
if
they
have
any
Revenue,
they
would
also
submit
Revenue
estimates
to
us
at
that
time.
So,
really
some
review
tips
for
Council.
B
We
will
put
together
a
pretty
pretty
in-depth
document.
A
narrative
kind
of
gives
you
the
budget
highlights,
because
the
budget
itself
is
a
lot
of
numbers.
B
We
try
to
give
you
a
detailed
listening
of
the
highlights
of
the
budget,
so
you'll
get
that
when
you
get
your
budget
in
early
October
and
take
a
look
at,
you
know:
Compare
the
numbers
from
22
to
23
and
the
submittals
look
for
differences
between
the
two
years
review,
the
proposals
from
each
department
and
take
a
look
at
the
revenues
and
debt
position,
schedules,
equipment
and
capital
activity
in
in
the
budget
and
just
try
to
structure
your
questions
as
best
possible.
B
Based
on
that
information,
the
highlights
in
the
narrative
will
really
give
you
a
lot
of
information,
so
it'll
be
very
good
information
for
you
and
very
detailed,
and
really
what
we're
looking
for
you
to
be
is
in
as
informed
as
possible,
so
that
you
can
make
very
good
decisions
and
solid
decisions
in
the
budget
process.
This
is
one
obviously
one
of
council's
biggest
items
that
they
they
do
during
the
year
is
the
budget.
B
So
it's
it's
very
important
that
you're
informed
and
we
you
know
we'll
definitely
ask
you
to
take
a
is
deep,
a
dive
into
the
budget
as
you
want
to,
and
continue
to
ask
questions.
We're
obviously
always
here
for
you
so
on
the
tax
burden,
so
tax
revenue
is
obviously
used
to
balance
general
fund
and
it's
our
largest
source.
We
have
the
tax
rate,
which
is
the
amount
of
tax
stated
in
terms
of
a
unit
of
of
tax,
so
for
the
city.
B
Currently,
we
are
at
11.89
per
one
thousand
dollar
assessed
value
that
the
1189
is
our
current
tax
rate.
The
tax
levy
is
the
full
amount
of
tax
increase
Incorporated
by
the
tax
rate,
change
and
assessment
change,
so
that
that
is
so.
When
you
look
at
the
levy
and
it's
and
it's
saying:
oh,
it's
going
up
eight
percent
that
will
look
at
both
tax
rates
assessment
and
give
you
a
full
percentage
of
what's
happening
with
the
current
year
activity.
B
And
then,
of
course,
we
have
user
fees.
Those
funds
I
talked
about
earlier.
The
water
sewer,
storm
water,
sidewalk,
Solid,
Waste,
trash
Solid
Waste
has
the
trash
tags
and
yard
waste
tags
included
in
the
user
fees,
and
then,
of
course,
we
are
not
Unlimited
in
what
we
can
tax
the
City
community.
So
we
have
a
limit
on
that
and
that's
under
law.
We
have
two
percent,
so
the
limit
is
two
percent
of
the
average
full
value
assessments
of
the
last
five
years.
B
So
we
take
the
last
five
years
and
take
two
percent
of
that
and
come
up
with
our
limit
the
limit
this
year.
Well
for
2023,
you
will
be
right
around
44
million
dollars
and
then
you
take
a
calculation,
a
bunch
of
calculations
actually
to
see
how
much
of
that
have
you
exhausted
to
this
point
in
time.
B
So
there's
exclusions
inclusions
in
in
those
I'm
not
going
to
get
into
all
those
details,
because
we
don't
have
that
time,
but
just
to
let
you
know,
we've
exhausted
42
percent
of
our
ability
to
tax
at
this
point
in
time.
So
we
still
have
a
good
number
of
percentages
to
to
attacks
if
we
want
to,
but
we
are
limited,
that's
that's
the
key
number
there
and
then
one
of
the
underlying
issues
that
we
have
on
an
annual
basis
is
our
tax-exempt
property.
B
So
please
don't
forget
this
as
you're
thinking
about
our
taxes
compared
to
other
communities
around
us.
If
you
look
at
our
assessments
anywhere
from
56
to
72
percent
of
our
assessment,
is
tax
exempt
and
obviously
a
majority
of
that
is
from
Cornell.
I
can
tell
you
this
year,
the
for
2023,
the
tax
exemption
amount.
The
percentage
is
57.83,
so
that
just
means
that
the
rest
of
the
property
owners
that
are
not
tax
exempt
have
to
pick
up
the
full
load
of
the
tax.
B
So
that's
an
important
annual
thing
that
you
should
keep
in
the
back
of
your
mind
when
you're
looking
at
comparative
between
community
tax
rates
and
then
really
look
at
the
percent
change
in
tax
of
tax
effects
on
the
tax,
the
full
tax
burden.
So
it's
not
just
the
city
when
you
know
your
city
taxpayer,
you
have
the
County
taxes,
School
District
taxes
and
also
user
fees.
B
So
all
those
things
really
are
what
we
have
to
think
about
when
we're
developing
the
budget
and
trying
to
balance
services
with
What,
the
community
can
afford
Financial
challenges
that
we
have
property
tax
cap
is
a
challenge
covet
impacts,
fund
balance,
Green,
New,
Deal,
reimagining,
Public
Safety.
Those
are
all
some
of
the
impacts,
a
quick
refresher
on
the
tax
cap,
so
that
the
tax
cap
is
a
limit
on
the
amount
of
Levy
change
that
we
can
have,
and
so
it
is
the
lesser
of
of
two.
B
So
the
the
allowable
Levy
growth
factor
is
the
lesser
of
two
percent
or
the
rate
of
inflation.
Well,
we
all
know.
Currently
the
rate
of
inflation
is
running
over
eight
percent.
So
two
percent
is
where
we
start
with
our
Levy
growth
factor
and
then
there's
a
number
of
calculations
that
go
into
the
tax
cap,
including
a
tax
base.
Growth
factor
that
the
state
calculates
for
us.
I
can
tell
you
for
this
year:
2023.
B
It
will
be
0.53
percent
that
compares
to
2022
at
0.69
percent,
and
then
you
have
to
look
at
your
Pilots
receivables
for
a
couple
year
period.
You
factor
all
this
out
and
you
come
out
with
a
tax
cap
number.
We
are
currently
working
on
that.
We'll
have
that.
B
Obviously,
when
the
budget
is
put
out
there
next
month
and
then
Council
can
override
that
tax
cap,
if
they'd
like
to
do
that,
but
that's
just
a
cap
on
taxes
that
was
put
in
place
several
years
ago,
I
do
not
believe
the
cap
is
sustainable,
just
because
it
it
doesn't
allow
for
the
growth
factors
that
don't
seem
to
take
all
the
calculations.
When
you
look
at
a
a
community
like
ours,
that
has
you
know
a
lot
of
tax-exempt
property.
B
Obviously
we
know
coveted
impacts
of
what's
happening.
There,
staffing
issues,
higher
costs,
supply
chain
issues,
fund
balance
we
like
to
operate
within
the
15
to
20
percent
of
operations.
So
if
we
can
have
our
fund
balance,
which
basically
is
our
rainy
day
funds
or
our
savings
accounts,
if
we
can
have
that
within
that
15
to
20
percent,
we
find
that
we
are
very
efficient
with
our
operations.
At
that
point,
if
we
go
below
15
percent,
we
find
that
we
start
coming
into
cash
flow
issues.
B
I
can
tell
you
currently
at
the
end
of
2021.
We
are
roughly
about
a
20
percent,
a
20
fund
balance,
and
so
that's
roughly
12
million
five
hundred
thousand
dollars,
and
then
we
know
the
green
New,
Deal
reimagining
Public
Safety,
both
of
those
things
are
obviously
higher
expenses
that
will
be
trying
to
factor
into
next
year's
budget
and
budgets.
Beyond
that.
B
And
then
we
take
a
look
at
the
borrowing
and
the
money,
borrowing
money
and
also
the
debt
related
to
that.
So
we
have
to
look
at
operating
versus
Capital.
What
can
we
get
into
the
operating
fund
and
what
and
pay
for
by
cash?
And
what
do
we
have
to
borrow
for
in
the
capital
fund?
Over
time?
We've
I
can
say
that
we've
put
more
Capital
items
actually
put
more
operating
items
in
the
borrowing
category
and
we
want
to
try
to
move
towards
paying
for
cash
for
those
items.
B
So
we
continue
to
try
to
do
that
as
we
as
we
move
forward,
we
have
to
borrow
up
front
for
many
of
our
federally
and
state
aided
projects.
When
you
look
at
DPW
projects
like
Road
road
projects
or
the
bridge
projects,
we
have
to
first
fund
those
projects
and
then
we
get
reimbursed
from
the
state
and
then
our
debt
limit.
B
Just
like
our
tax
limit,
we
have
a
limit
on
our
the
amount
of
debt
that
we
can
issue
so
state
law
says
we
have
to
do
a
seven
percent
average
of
the
full
value
assessments
over
the
last
five
years.
So
a
little
different
from
the
tax
limit,
which
was
two
percent
of
that
average
full
value
the
debt
limit
is
seven
percent.
The
current
limit
is
of
is
a
146
million
dollars.
B
Roughly
we
have
available
to
to
use
on
debt
at
this
point
in
time
about
44
million
dollars,
so
we've
exhausted
roughly
70
72
percent
of
our
our
debt.
To
this
point,
I
would
tell
you
that
the
flags
fly
up
when
you
get
to
the
90
percentile
of
expanded
on
on
your
debt
limits.
So
you
gotta
be
very
careful
in
this
area
and,
of
course,
we
know
that
other
factors
play
into
that
like
our
bond
rating.
B
Our
bond
rating
currently
is
a
double
a
three
that
was
downgraded
in
2021
from
a
double
a
two.
What
does
that
mean
for
us?
The
better
rating
you
have,
the
better
investment
risk
and
the
in
the
better
interest
rates
that
you
are
able
to
obtain
on
your
borrowing.
So
it's
important
that
we
maintain
a
very
good
rating.
The
double
A3
is
a
solid
investment
rating
for
the
city
is
in
the
top
five
of
Investments,
so
still
we're
in
a
good
spot.
B
Even
though
we
were
downgraded
the
reason
we
were
downgraded
last
year,
our
bond
rating
agency
noted
lower
reserves,
higher
debt
load
and
a
high
current
and
long-term
liability,
and
they
Factor
all
the
number
of
things
into
our
financial
picture
and
come
up
with
our
bond
rating.
Every
time
we
go
out
to
borrow
short-term
borrowings.
Those
are
one-year
notes
and
they're
called
Bond
anticipation
notes.
B
They
are
important
because
you
are
able
to
bond
for
one
year
and
they
also
offer
a
much
lower
interest
rates
than
the
long-term
borrowing
of
bonds
in
a
normal
environment.
The
most
recent
environments
we've
seen
we've
seen
that
long-term
borrowing
rates
have
been
actually
lower,
so
we've
taken
advantage
of
those
lower
long-term
rates,
so
to
fix
our
our
borrowing
into
those
long-term
rates
is
really
what
you
want
to
do.
I
can
tell
you
about.
86
percent
of
our
current
outstanding
bonds
are
are
into
a
long-term
fixed
rate,
so
that's
very
good.
B
We've
been
able
to
save
millions
of
dollars
over
the
past
10
10
years
or
so,
and
and
refinancing
our
bonds
and
getting
into
these
much
better
long-term
borrowing
bonds.
But
I
can
also
tell
you
that
currently
now,
with
the
interest
rate
change,
those
long-term
rates
are
definitely
going
up
fast
at
this
point
in
time.
So
our
current
status
is
I,
see,
there's
an
error
there.
B
146
million
dollar
limits
available,
44
million
dollars
for
our
debt
limit
and
we've
exhausted
about
70
to
73
percent
of
that,
and
then
we
take
a
look
at
the
arpa
funds.
I
know
everybody's
interested
in
those
funds.
The
American
Rescue
plan
act
funds
that
we
were
issued.
We
were
issued
over
16
million
dollars
of
funds
we
received.
We
received
those
in
we
received
those
in
two
payments
21,
and
we
just
received
our
most
recent
one
in
22.
They
were
so
they
were
split
payments
of
a
little
over
eight
million
dollars
each.
B
We
have
limited
uses
of
those
funds
and
to
know
that
they
are
one-time
funds.
So
it's
very
important
to
know
that
their
one-time
funding,
so
it's
very
important
to
be
carefully
spending
those
funds.
B
B
Investing
in
Broadband
infrastructure,
you
cannot
use
them
for
any
pension
costs.
You
cannot
use
those
for
debt
costs.
You
can't
use
those
funds
for
legal
settlements
and
you
cannot
use
those
funds
to
improve
your
reserve
funds.
So
your
your
savings
funds,
you
can't
just
put
those
into
your
savings
account.
We
need
to
obligate
all
the
funding,
the
16
million
dollars
by
the
end
of
2024,
and
we
need
to
spend
all
of
those
funds
by
the
end
of
2026.
B
of
the
16
million
dollars
that
we
received
a
little
over
16
million
dollars.
We
have
just
over
five
million
dollars
remaining
of
those
funds
that
have
not
been
committed
yet
now
that
number
may
change
as
we
get
actual
expenses
of
items
that
we've
already
committed
funds
for,
but
at
this
point
in
time
we're
looking
at
that
five
million
dollars
roughly
as
those
funding
remain
and
just
on
the.
B
The
final
note
is
here
that
please
remember
that
your
decisions
that
you're
making
today
and
and
next
month
in
the
budget
process,
will
have
future
impacts.
Certainly
you
want
to
keep
that
in
mind,
so
you
want
to
manage
the
risk
for
the
future.
B
We
want
to
make
sure
that
the
city
is
a
sustainable
City
and
has
a
solid
financial
future
as
we
move
forward,
so
we're
always
trying
to
do
that
and
that
just
short-term
and
long-term
impacts
of
today's
decisions
do
in
fact
impact
of
the
future
Generations
with
that
I
think
I
will
be
done
at
this
point
in
time.
I
can
either
take
questions
now
or
if
you
want
to
wait
till
the
end
of
everyone's
presentations,
we
can
do
that
as
well.
Thank
you
and.
A
B
B
So
hopefully
you
know
sometimes
you'll
ask
me
questions
and
it
may
take
me
because
I
am
I
have
so
much
on
my
plate.
I
am
swamped
enough,
but
I
will
get
back
to
you.
It
just
may
take
take
time,
but
please
definitely
we
want
you
to
be
informed
on
on
your
dis
decision
making.
So
questions
definitely
are
important
to
us.
So
thank
you
for
listening.
A
Thanks
so
much
Steve
and
thanks
for
then
you
indicated
that
you
will
be
sending
a
copy
of
your
slides
and
I.
Think
these
acronyms
and
terms
are
also
extremely
helpful
for
new
and
returning.
That
was
really
a
great
presentation
and
I
think
it
might
make
sense
to
take
a
few
questions.
Now,
if
you
don't
mind
Steve
a
few
budget
related
questions,
I
don't
want
to
take
too
many,
but
does
anyone
have
oh
and
Steve?
If
you
want
to
stop
screen
sharing,
we
can
see
one
another
on
this.
A
C
D
A
Screen
fully
on
I
will
say
that
all
of
our
meetings,
including
all
of
our
budget
meetings,
our
Council
meetings,
our
standing
committee
meetings.
Our
special
committee
meetings
from
here
on
in
will
be
in
person
in
council
chambers,
and
there
was
a
memo
recirculated
from
the
city
attorney's
office,
that
made
clear
any
special
criteria
or
exemptions
to
someone
being
able
not
to
to
attend
in
person.
But
we
certainly
do
need
a
forum
in
person.
But
tonight
we're
able
to
have
this
by
zone,
so
Jorge
I
see
your
hand.
E
Yeah
first
I'll
just
say:
Steve,
thank
you
for
this
fantastic
presentation.
I
had
a
list
of
questions
and
systematically.
They
were
all
answered,
and
so
I
really
appreciate
you
and
Co
for
for
for
putting
this
together
and
presenting
it.
So
well
one
question
and
this.
F
Might
be
a
little
bit
lost
in
the
wheeze
and
that's
the
case
I'm
more
than
willing
to
like
ask
this
at
a
later
time
or
whatnot,
but-
and
it
was
kind
of
addressed,
but
in
terms
of
like
a
tax
increase
that
the
city
might
like
might
like
go
with
and
and
try
and
impose.
F
How
might
that
be
reflected
in
real
property
taxes
in
particular,
or
is
that
just
too
lost
in
the
weeds?
In
terms
of
a
question
to
ask.
B
Well,
obviously,
we're
still
developing
the
budget,
so
I
can't
sit
here
right
now
and
tell
you
what
that
might
be.
B
Obviously
you
know,
as
I
mentioned,
we
take
everything
into
consideration,
but
you'll
see
when
you
look
at
the
budget
when
it
comes
out
that
it'll
have
the
full
Levy
change
and
the
tax
rate
change
as
well
and
so
I
think
that's
important
I
can
tell
you
that,
just
based
on
assessment
chain,
the
assessment
change
for
2023
is
8.92
percent,
so
the
assessments
have
gone
up
that
much
for
2023,
and
so,
if
we
were
to
look
at
that
and
not
make
any
changes
to
the
tax
rate,
which
we
obviously
obviously
will,
that
would
give
us
an
additional
2
million
three
hundred
and
seventy
five
thousand
dollars
in
in
tax
revenue
just
based
on
that
change
of
assessment.
B
So
those
are
all
calculations
that
we
put
together,
trying
to
come
up
with
something
that's
affordable
for
the
community
and
also
provides
the
services
that
they
they
are
looking
for
as
well.
So
it's
a
it's
a
tough
balance,
but
that's
what
we're
facing
here
in
the
next
couple
weeks
before
we
put
out
that
those
numbers.
A
G
Thanks
Laura
and
thanks
Steve
for
your
presentation,
I've
two
questions,
one:
what
happens
to
money
we
budgeted
last
year
for
positions
that
haven't
been
filled.
G
There's
several
in
the
police
department.
There's
several
in
public
works.
That's
one
question!
The
other
question
is:
do
we
know
how
many
Union
contracts
are
going
to
be
on
negotiated
this
year
and
how
do?
How
do
we
budget
for
potential
increases
in
Union
contracts
right.
B
So
yeah
so
to
take
your
first
question
about
open
positions,
so,
obviously,
on
an
annual
basis,
we
fund
all
the
authorized
positions
for
each
department
if,
if
they
do
not
spend
those
funds
oftentimes
those
funds,
for
instance
for
the
police
department,
for
instance,
overtime-
might
be
much
higher
than
we
budgeted
so
a
lot
of
times.
Those
open
position
funding
will
go
to
offset
those
overtime
costs.
B
B
B
Vr,
yes,
and
if
they're
not,
then
they
would
go
to.
Basically,
you
take
all
your
revenues
and
expenses
for
the
year
and
you
come
out
with
either
operating
Surplus
or
deficits.
Those
monies
would
then
go
into
going
to
the
general
funds
fund
balance,
and
then
you
could
use
that
in
the
following
years
to
either
balance
budgets
or
it's
used
for
other
things.
B
For
instance,
on
for
the
PBA
contract,
we
had
a
we
had,
obviously
a
contract
that
was
outstanding
for
a
number
of
years.
We
tried
to
fund
that
as
best
we
could
during
those
that
period,
we
did
definitely
didn't
fund
it
fully.
Some
of
the
funds
that
went
unspent
during
that
period
of
time
went
into
fund
balance,
we're
using
some
of
the
fund
balance
to
help
us
balance
that
full
cost
of
that
labor
contract
in
2022.
So
that's
kind
of
what
happens
with
those
funds
and
then
your
second
question
was.
G
The
fact
that
we've
got
I
think
more
than
one
Union
contract
yeah
negotiated
right
now
and
how
how
do
we?
How
do
we
fund
for
a
contract?
We
don't
really
know
what's
going
to
happen
with
you
right.
B
So,
as
I
mentioned,
we
have
six
six
contracts,
six
unit,
Union
contracts.
We
currently
are
in
negotiations
with
three
of
those
units
at
this
point
in
time
and
when
the
budget
is
built.
If
we
don't
know
what
what's
going
to
happen
with
those
contracts,
we
ask
departments
to
submit
a
budget
with
a
zero
percent
increase
and
then
what
we
do
on
our
end
is
try
to
estimate
what
what
those
contracts
might
end
up
at.
So
you
know
we
might
say,
oh
well,
it's
gonna.
B
We
think
it's
gonna
come
in
at
a
two
percent
increase
for
next
year.
We
will
include
those
monies
into
the
budget
for
the
following
year.
Hopefully
coming
close
to
what
the
the
final
negotiation
for
the
contract
comes
out
to
be
so
it's
you
know,
it's
a
guessing
game
sometimes,
but
I
can
tell
you
it's.
Obviously
it's
a
lot
of
work
to
negotiate
those
contracts
and
we've
been
very
busy
during
this
period.
B
I,
don't
know
you
know
where
we'll
end
up
as
far
as
open
contracts
by
the
end
of
the
year,
but
we
do
make
estimates
for
those
contracts
that
are
open
in
the
following
year.
Thanks.
H
Hi
Steve,
as
always,
you
take
an
incredibly
complex
system
and
you
make
it
digestible
and
easy
to
understand
and
again,
I
want
to
express
my
thanks
to
I
I
have
a
a
question:
I
understand
the
rate
of
inflation
last
year.
Obviously,
or
this
year
was
quite
High,
I
believe
the
last
announcement
was
8.8
percent,
so
I
recognize
that
that
cost
throughout
the
year
have
gone
up
are
anticipated
to
go
up
into
next
year.
H
Can
you
also
give
us
a
general
idea
of
what
are
what
is
the
rate
of
increase
for
our
contractual
labor
obligations
in
terms
of
Staffing?
So,
for
example,
I
know
that
the
mayor's
request
was
a
plus
two
or
a
plus
four
budget.
H
But
if
you
have
a
department
where
your
Staffing
costs
are
going
up,
an
exceedance
of
that
because
of
your
contractual
obligations,
a
plus
two
or
a
plus
four,
as
well
as
the
increased
costs
for
you,
know,
Fuel
and
supplies
and
equipment,
and
so
on
has
gone
up
by
the
rate
of
inflation.
A
plus
two
and
a
plus
four
is
actually
a
cut.
H
B
Yeah,
so
what
we
we've
asked
for
from
the
Department
is
the
last
couple
years
is
trying
to
say:
look
this:
these
are
your
contracts
will
help
you
out
with
those
cost
increase,
because
we
know
other
costs
are
going
up
significantly.
I
think
the
current
CPI
just
came
out.
It's
oh
I
forgot
what
it
was
8.1
or
8.3
percent,
so
it
is
coming
down
very
slowly
and
obviously
not
slow
enough,
because
the
Market's
reacting
negatively
to
the
news
this
week,
but
yeah.
B
So
we
have
all
those
operating
costs
going
up
much
higher
than
a
two
or
four
percent
increase
the
the
contracts
themselves
for
Staffing.
It
really
depends
on
each
contract
but
they're
in
the
contracts
that
are
in
place.
You
know
we
have
anywhere
from
increases
from
two
to
generally
three
percent,
currently
with
the
contracts
in
place
now
with
the
contracts
that
we're
currently
negotiating.
B
My
guess
is
that
we'll
see
a
little
higher
than
that
just
because
of
inflation,
so
it's
very
likely
that
you'll
see
more,
like
you
know,
two
and
a
half
to
three
percent
increases
in
contracts
that
will
be
approved
in
the
future
here.
So
we
try
to
you
know,
take
it
into
account
all
of
the
activity.
B
That's
happening
not
just
locally
but
nationally,
and
you
know
we're
seeing
costs
across
the
board
increasing
in
just
about
every
aspect
of
our
operations
and
not
only
that
we're
seeing
the
impacts
of
covid
with
shortage
and
Staffing
with
supply,
chain
issues
and
all
of
these
things
and
inflation.
All
of
those
things
are,
are
playing
into
a
much
higher
operating
costs
as
we
move
and
as
we
take
a
look
at
2023.
B
B
H
Follow
up
with
with
one
quick
question
sure
I'm
thinking
back
to
Jorge's
question
about
the
impact
on
a
an
average
property
owner.
You
indicated
that
there
was
an
8.9
increase
in
the
assessed
value
in
the
city.
H
Are
you
aware
we're
our
residential
homes
reassessed
last
year,
so
would
and
I
believe
in
an
average
property
value
is
about
240
000
has
that
average
assessed
value
gone
up
so,
for
example,
if
we
keep
the
tax
rate
the
same,
even
if
we
did
nothing
their
their,
their
tax
would
go
up.
So
do
you
have
information
about
if
the
median
assessed
value
has
gone
up
for
a
single
family,
home.
B
Yeah
I
do
know
it
has
gone
up.
I,
don't
have
all
the
exact
details
at
this
time,
but
I
will
have
those
for
the
presentation
of
the
budget
in
two
weeks.
So
you'll
have
all
that
information,
but
I
can
tell
you
that
definitely
there
was
reassessments
and
out
of
you
know,
obviously
most
of
us
on
this
on
the
zoom
have
live
in
this
community.
So
we
know
what
what
our
assessments
have
done
over
the
last
year.
B
You
usually
generally
get
a
letter
from
the
county
telling
you
that
so
generally,
even
if
there
was
right,
if
there
was
no
change
to
the
tax
rate,
because
the
assessment's
going
up
the
average
homeowner
would
see
an
increase
with
those
assessments.
Now,
if
we're
able
to
cut
the
tax
rate
enough,
maybe
some
owners
would
not
see
an
increase,
but
that
remains
to
be
seen
at
this
point.
But
I'll
have
all
those
details
for
you
on.
B
You
know
the
the
mix
between
commercial
property
and
also
residential
property
and
how
how
that's
changed
over
the
last
year
and
as
it
relates
to
the
assessments
and
what
the
average
assessment
is
in
the
city.
B
H
A
Okay
Steve.
Thank
you.
So
much
I've
also
asked
Mike
Thorne
superintendent
of
DPW
and
Lisa
Nicholas,
who
will
speak
after
Mike
Lisa
is
the
director
of
Planning
and
Development.
Both
Mike
and
Lisa
have
at
various
times
presented
to
Common
Council.
In
some
instances
it
hasn't
been
for
a
while.
In
some
instances
it
has
been
to
one
of
the
two
standing
committees.
So
again
as
we
are
headed
into
budget
season,
this
seemed
an
appropriate
time
to
hear
from
Mike
and
Lisa,
so
Mike
I'll
turn
it
over
to
you.
First.
Thank
you.
D
Okay,
thanks
Laura
and
I
do
have
a
PowerPoint
that
I
can
share
with
everybody.
I
can
share
the
screen.
A
And
Mike
you'll
be
able
to
then
send
everyone
copies
of
your
presentation
as
well
as
Steve
indicated
yeah.
F
D
A
while,
since
I've
used
PowerPoint,
so
there
we
go
okay.
This
is
kind
of
a
an
overview,
as
some
of
you
may
have
seen
some
of
these
slides
and
Graphics
before
I've
recycled,
some
of
them
from
a
presentation
I
did
in
2014,
but
a
lot
of
the
information
is
still
is
still
valid
and
relevant
to
us.
D
So
I
thought
first,
maybe
I'd
give
an
introduction
to
DPW
and
the
size
and
the
the
things
that
we
covered
in
DPW,
because
it's
it's
pretty
broad.
D
D
Employers
are
just
having
a
hard
time
finding
finding
people
to
work,
but
I
thought
I
would
put
the
vacancies
in
with
the
specific
job
groups
so
that
you
can
kind
of
see
where
we're
lacking
people
and
where
we're
doing
okay,
so
off
to
the
left
side
of
the
screen,
is
our
streets
and
Facilities,
but
down
off
of
Pier
Road
within
that
there's
a
number
of
sub
subdivisions,
the
largest
being
our
Highway
group,
they're,
the
ones
that
go
out
and
repave
roads.
D
They
fix
fixed,
curbing
occasionally,
occasionally
they'll
work
on
sidewalks.
D
They
do
the
snow
plowing.
That's
that's.
Definitely
our
largest
segment
in
streets
and
facilities
and
probably
the
most
visible
and,
as
you
can
see,
we
have
about
eight
vacancies
out
of
24
funded
positions.
So
that's
a
that's
pretty
big
hit
to
our
capabilities
and
and
what
we'd
like
to
be
able
to
do
in
our
highways
group.
D
We
take
care
of
all
the
signage
along
the
side
of
the
road
and
the
striping
that
you
see
down
the
middle
of
the
road
we
take
care
of
the
fleet
and
when
I
say
the
fleet,
that's
all
of
DPW
Vehicles.
It's
all
the
vehicles
in
the
city,
including
police
and
fire.
Sometimes
we
just
don't
have
the
capacity
to
do
all
of
the
vehicles
so
I'm,
not
a
police
department,
fire
department,
sometimes
that
send
their
work
out.
But
overall
it's
we
take
care
of
all
the
vehicles.
D
Building
Services,
just
what
it
says:
that's
custodial
Services,
that's
taken
care
of
minor
repairs
and
buildings.
Hvac
that
sort
of
thing
we
have
a
stormwater
Group,
which.
D
Really,
there's
there's
a
lot
of
back
and
forth
between
our
Highway
group
and
our
stormwater
work.
Usually
when
we
do
stormwater
projects,
it
involves
closing
down
streets
to
so
that
we
can
install
new
pipes
and
things
like
that.
But
we
have
kind
of
built
a
core
group
of
three
people
there
in
the
storm
water
group
we
take
care
of
parks
and
Forestry,
and
by
forestry
I
mean
that's
trimming
all
the
street
trees.
D
We
also
take
care
of
Stewart
Park
and
a
number
of
the
other
Parks
throughout
the
city,
except
for
cast
Park,
which
is
run
by
the
youth
in
Europe
electrical
services.
We
have
a
golf
course,
and
we
also
pick
up
Solid
Waste
throughout
the
city.
D
Our
engineering
department
mostly
deals
with
capital
projects.
We
we
have
a
bridge
engineer
who
does
a
great
job
in
scheduling
all
the
bridge.
Work
that
you
see
around
the
city
and
engineering
is
very
good
at
looking
for
Grants
most
of
the
expensive
projects
that
we
have
and
bridges
are
very
expensive,
we're
usually
able
to
find
grants
for
those
where
we
pay
anywhere
from
20
on
the
Dollar
on
the
high
end.
Excuse
me
all
the
way
down
to
as
well
as
five
percent.
D
You
know
five
cents
on
the
Dollar
on
certain
projects
where
the
state
pitches
in
foreign
engineer
positions,
they
right
now
they're
tied
up
a
lot
with
College
Avenue,
but
also
some
of
the
building
projects
we
have
throughout
throughout
the
city,
giac
the
ice
rink.
For
example,
we
had
a
sidewalk
program
which,
in
my
opinion,
has
been
very
successful.
We've
built
a
lot
of
new
sidewalks
we've
fixed
a
lot
of
sidewalks.
D
D
Their
parking,
Transportation
division
run
some
parking
lots.
We
take
care
of
the
commons,
we
do
on-street
parking
enforcement
through
our
csos
and
we
also
have
a
transportation
engineer
who's.
Looking
at
some
of
the
larger
Transportation
issues
in
the
city
and
I'll
get
into
that
in
a
little
bit
and
our
water
and
sewer
division
is
also
a
very
large
division.
It's
funded
through
the
water
and
sewer
funds.
D
Again
we
offer
a
number
of
services
from
engineering,
GIS,
media,
Reading,
utility
location.
The
big
groupings
in
water
and
sewer
are
the
Water
Treatment
Plant.
So
we
treat
all
the
water
that
comes
through
our
pipes.
D
D
Foreign
it's.
This
is
not
a
comprehensive
list
of
all
the
assets
that
we
take
care
of,
but
it
kind
of
gives
you
an
idea
of
of
the
magnitude
of
what
we
deal
with
in
DPW.
We
have
about
150
Lane
miles
of
Road
and
that
the
lane
mile
is,
if
you
have
a
if
you
have
a
section
of
road
with
two
lanes,
that
that
one
mile
of
road
means
there's
two
lane
miles.
So
that's
the
terminology.
There
we
take
care
of
37
different
Bridges.
D
We
have
about
95
miles
of
sidewalks
three
parking
garages,
we
take
care
of
22
Parks.
Some
are
large,
some
are
fairly
small,
but
about
46
miles
of
storm
water
piping,
with
over
2
600
different
storm
structures,
those
are
catch
basins
and
and
on
the
other,
are
pertinences.
D
We
have
three
dams
which
I'll
talk
about
a
little
bit
more
later
on.
We
have
the
water
and
wastewater
treatment
plant,
we
have
about
91
miles
of
water,
main
86
miles
of
Silver
Lane,
and
we
take
care
of
about
456
pieces
of
equipment.
That's
construction
equipment,
Vehicles
everything
down
to
the
chainsaws,
lawn
mowers.
D
Engineering
division
is
led
by
Tim
Logue
kind
of
gone
through
some
of
the
responsibilities
with
design
and
construction
management
for
capital
projects.
D
Some
of
the
current
design
projects
going
on
are
the
South
Albany
Street
Bridge
East
State
Street
Paving,
which
I
know
a
lot
of
people
are
looking
forward
to.
We
hope
to
get
that
accomplished
next
year,
a
number
of
cast
Park
Capital
Improvements.
So
we
we
don't
just
deal
with
with
DPW
things.
We
help
out
the
other
departments
with
some
of
their
capital
projects
as
well.
D
A
couple
of
current
big
projects
that
are
going
on
I
know.
Most
of
you
are
familiar
with
College
Avenue,
that's
a
that's
a
very
large
project
and
very
disruptive,
much
needed
work.
There's
picture
there
in
the
right
upper
right
corner.
D
D
Sidewalk
work
and
the
cast
Park
Ice
Rink
there
parking
Transportation
division.
Like
you
say,
we
have
three
parking
garages,
but
so
many
other
things
that
we're
doing
some
recent
projects
are
right
there
in
front
of
the
high
school,
where
we
were
able
to
do
some
multimodal
safety,
including
crosswalks,
and
the
green
bike.
Lanes
the
picture
of
the
traffic
signals
down
there.
D
I
know
it's
that's
kind
of
a
busy
picture,
but
we
are
trying
to
improve
some
of
the
intersections
as
far
as
traffic
signals
go,
but
also
to
make
it
a
little
bit
more
pedestrian
friendly.
D
Some
of
the
upcoming
projects-
you
know
we
have
an
ongoing
parking
study,
we're
still
trying
to
nail
down
the
scope
on
the
transportation
study.
That's
in
the
works.
We
are
looking
at
some
of
the
division,
zero
Grant
applications
and
vision.
Zero
is
essentially
Traffic
Safety
throughout
the
city.
D
Streets
and
Facilities,
some
of
the
responsibilities
or
repair
maintenance
of
our
streets
and
pavement
our
storm
water
systems,
various
buildings
and
Facilities
throughout
the
city,
all
of
our
vehicles
and
equipment
with
Parks
forestry,
Street,
trees,
City
Cemetery,
striping
assignments,
operation,
maintenance
of
the
city,
golf
course,
garbage
collection,
street
lights
and
traffic
signals
and,
of
course,
snow
plowing.
D
Some
recent
things
that
we
just
finished
up.
We
did
do
some
work
up
there
on
University
Avenue.
We
weren't
able
to
do
the
full
strength
for
various
reasons,
but
you'll
see
a
huge
Improvement.
If
you
drive
up
and
down
University
Avenue
now
we
also
just
recently
finished
the
Mitchell
Street
near
Ithaca
road,
which
excuse
me
also
had
a
number
of
problems.
D
Today,
I
saw
the
cruise
out
just
fixing
major
patches
in
the
road
on
Seneca
Street,
so
we
do
a
lot
of
Patchwork.
Some
of
the
pictures
there's
there's
quite
a
bit
of
variety
that
streets
and
Facilities
has
handled
we've
taken
on
major
Culvert
collapse.
D
You
see
in
the
top
picture
there
that's
up
on
Elm
Street,
where
essentially
a
100
year
old,
Culvert
essentially
started
collapsing
and
our
crews
went
in
and
and
we
were
able
to
fix
that
do
all
the
utility
work
we
were
able
to
do
that
all
in-house
there's
a
lot
of
efficiencies.
When
we
are
able
to
do
the
work
in-house,
we
don't
have
to
go
out
for
competitive
bid.
D
For
example,
we
don't
necessarily
have
to
have
a
full
set
of
drawings,
so
we
want
to
want
to
keep
those
capabilities
in-house
as
much
as
possible.
Just
some
storm
water
work
Paving.
Some
street
light
work
which
happens
to
be
on
my
street
and
for
taking
over
the
maintenance
and
of
all
the
street
lights,
which
was
a
pretty
good
savings
to
the
city.
D
Again,
these
are
just
some
photos
of
things
that
we
do
upper
left.
That
was
a
we
had
Creek
a
creek
wall
that
had
fallen
into
the
creek
and
our
crews
again
were
able
to
fix
the
creek
wall
and
repair
the
drainage.
D
The
next
picture
down
is
one
of
our
stormwater
catch
basins
and
if
you
take
a
look
at
that
pipe
coming
out
of
the
catch
face
and
that
should
be
a
whole
pipe,
the
whole
top
of
that
pipe
is
missing
and
we're
finding
that
a
larger
number
than
we
would
like
of
our
underground
pipes
are
in
that
condition.
D
And
so
you
know
this
is
part
of
the
purpose
of
the
storm
water
fund
and
the
ability
to
to
get
that
dedicated
storm
water
group,
where
we
can
really
start
to
focus
on
some
of
these
drainage
problems.
Foreign
some
other
photos
off
to
the
right.
That
was
again
a
capability
that
I'm
afraid
that
we're
losing
just
from
loss
of
personnel
and
but
we
were
able
to
repair
the
Aurora
Street
Bridge.
We
did
that
all
in-house
excuse
me
I'm
getting
a
horse
for
some
reason.
D
D
I
just
wanted
to
talk
a
little
bit
about
road
condition
off
to
the
left
to
see
our
city
street
Network.
We
came
up
with
this.
Several
years
ago.
We
tried
to
sort
of
prioritize
the
streets
and
put
a
life
span
on
those.
What
you
see
in
red
are
the
high
priority
streets
that
get
the
most
traffic.
D
They
generally
have
about
a
10-year
pavement
life
in
the
blue
or
the
medium
streets.
You
can
see
those
you
know,
Cayuga
Street,
Clinton
things
like
that,
and
then
most
of
the
city
is
a
lot
of
low
priority
streets.
These
are
the
residential
areas
which
typically
have
a
longer
pavement
life
just
because
they
get
a
little
bit
less
traffic,
so
I
tried
to
do
a
weighted
average
there.
The
average
pavement
life
is
about
20
years,
and
that's
that's
pretty
well
documented.
D
Throughout
the
country,
with
a
20-year
lifespan,
the
city
should
be
repaiding
about
five
percent
of
its
roads
per
year.
We
pave
less
than
two
percent
of
our
roads
per
year
and
what
happens
when
we
get
behind?
You
can
see
the
the
graphs
off
to
the
right
when
we
catch
it
in
time.
D
The
cost
to
repair
the
road
is
much
lower
than
than
when
the
pavement
condition
gets
in
worse
conditions.
So
and
it's
a
pretty
steep
drop
off
down
at
the
bottom.
We
did
a.
We
did
a
full
pavement
survey
back
in
2015.
we're
trying
to
get
another
payment
survey
done.
We
do
this
through
Cornell
local
roads
and
a
lot
of
it
depends
on
the
availability
of
students.
So
we
are
not
able
to
do
that
again
this
year,
but
I
think
the
numbers
are
still
pretty
solid.
There.
D
90
is
a
is
a
pavement
index
score,
that's
very
good!
That's
where
we
would
like
all
our
roads
to
be.
D
You
can
kind
of
see
the
percentage
of
our
our
roads
there
most
of
our
roads,
where
you
get
down
to
the
middle
section,
the
fair
section,
that's
where
we
really
need
to
get
in
and
do
something.
That's
where
we
do
the
milling
and
Paving
work
once
it
gets
beyond
the
milling
and
Paving
Road
repair
becomes
a
lot
more
expensive.
D
So
it's
just
something
to
keep
in
mind
and
you
can
see
we're
we're
falling
behind
a
little
bit
every
you
know
every
year
we're
able
to
bump
maybe
two
roads
up
to
the
top
of
the
list,
but
at
the
same
time
five
of
the
roads
dropped
down
to
the
bottom.
That's
or
you
know
they
fall
down
the
list
a
little
bit
and
so
every
year
on
on
a
net
basis
where
three
percent
of
our
roads
are
are
continuing
to
get
in
worse
conditions.
D
D
Water
and
Sewer,
we
do
the
water
distribution
and
sewage
collection
system.
Again,
we've
got
close
to
100
miles,
both
water
pipe
and
sewer,
pipe
We,
Run,
The,
Water,
Treatment
Plant,
the
Wastewater
Plant,
a
lot
of
Regulatory
Compliance
issues
that
water
and
sewer
deals
with,
not
only
with
with
the
dec,
but
also
the
Department
of
Health.
D
We
do
GIS
applications
and
some
of
you
have
probably
worked
with
our
GIS
group
they're
super
helpful
and
can
produce
a
lot
of
great
information.
We
do
the
water
meter,
maintenance
and
readings.
Some
of
the
things
I've
talked
about
before
a
lot
of
work
that
they
do
is
new
work.
We
try
to
replace
as
many
pipes
as
we
can.
D
D
We
try
to
coordinate
our
work
with
work,
that's
going
on
in
private
development,
but
also
with
our
road
reconstruction
projects.
So
we
we
try
to
be
as
efficient
as
we
can.
It
doesn't
always
work
out
that
way.
D
You
know
one
of
one
of
the
main
problems
with
our
water
and
sewer
pipe
is
there's
quite
a
bit
of
unpredictability
and
so
in
the
pictures
in
the
on
the
right.
You
know
in
the
top.
That's
that's
what
a
water
main
break
looks
like
from
the
surface,
and
this
is
the
one
that
happened
back
in
February
and
what
that
little
leak
turned
into
you
could
see.
The
next
picture
down
is
a
very
large
hole
in
the
middle
of
Buffalo
Street
right
at
the
bottom
of
Cliff.
D
That
was
a
major
project
right
in
the
middle
of
winter
time,
and
so
a
lot
of
our
road
work
and
a
lot
of
our
water
and
sewer
work
is
driven
by.
Where
is
the
next
water
main
going
to
break
and
a
lot
of
times
it's
hard
to
plan
our
work,
because
we
just
don't
know
a
lot
of
times.
D
Water
main
breaks
will
occur
on
streets
that
are
maybe
lower
down
the
priority
list,
but
once
they
destroy
the
pavement,
suddenly
they
they
jump
up
to
the
top
of
our
list
and
everything
else
bumps
down
the
list.
A
little
bit
off
to
the
left.
There's
a
little
chart
that
shows
the
pipe
age
in
the
city.
More
than
one
third
of
our
pipes
are
over
100
years
old.
D
Where
that
becomes
a
problem
you
can
see
in
the
picture
below
a
lot
of
our
pipe
is
made
of
cast
iron
and
cast
iron
has
is
prone
to
buildup
of
sort
of
rust.
It's
called
tuberculation,
and
so
you
see
that
that
section
of
pipe
there
that
might
be
a
six
inch
pipe
but
effectively
it's
only
about
a
three
inch
height
and
that's
just
because
of
the
age
of
the
pipe
and
the
type
of
pipes
that
used
to
go
in
a
long
time
ago.
D
Where
that
affects
us.
A
lot
is
in
fire
flow,
and
so
I
tried
to
put
a
little
chart
there
at
the
bottom.
If
you
drive
around
town
and
look
at
fire,
hydrants
you'll
see
different
colors
blue
is
what
we
would
like
to
see.
Blue
and
green.
That's
very
good.
Fire
flow
you'll
also
see
a
number
of
yellow
red
and
black,
and
that
is
a
problem
for
the
fire
department.
A
lot
of
that
is
due
to
some
of
these
old
pipes
that
are
full
of
this
tuberculated
material
on
the
inside
mm-hmm.
D
Pipelife
is
about
100
years,
so
when
we
put
a
water
or
sewer
pipe
in
the
the
life
cycle
is
generally
about
a
hundred
years,
so
the
city
should
be
replacing
about
one
percent
of
its
Heights.
We
replace
less
than
half
a
percent
of
our
pipes
per
year
about
40
45
percent
of
our
pipes
are
what
you
see
in
that
picture
off
to
the
left.
D
We
don't
get
tuberculation
and
some
of
the
veins
that
flow
a
lot
of
water,
but
where
this
becomes
problems
is
excuse
me
where
this
becomes
problematic,
is
in
a
lot
of
our
side.
Streets
and
and
dead
ends
our
sewer
pipe
is
we
don't
have
good
data
on
the
sewer
pipe,
but
it's
assumed
to
be
about
the
same
age
as
water
pipes.
Usually
they
go
in
about
the
same
time
and
problem
sewer
pipes.
D
We
don't
get
the
brakes,
we
don't
get
the
pavement
destruction,
but
it
does
cause
sewer
backups
in
people's
homes
and
that's
never
Pleasant.
Also
in
our
commercial
buildings.
The
other
problem
is,
we
get
a
lot
of
joint
leakage
which
allows
for
a
lot
of
inflow
and
infiltration
into
our
sewer
system,
and
what
that
is
is
that's
groundwater,
rain,
water
that
shoots
into
those
pipes
and
it
ends
up
in
a
Wastewater
Plant,
and
so
we
we
spend
I,
can't
remember
the
number.
It's
a
it's.
A
pretty
significant
amount
per
year.
D
I
think
it's
about
25
percent.
What
we
treat
each
year
is
just
clean
water
that
leaks
leaks
through
the
pipes
through
inflowing
and
implication.
D
I
wanted
to
show
sort
of
our
water
supply
system
and
the
reason
I
want
to
show
this
is
because
we
we
do
have
some
maintenance
things
that
are
coming
up.
We
are
trying
to
find
Grant
money
for
this
and
we've
hired
a
consultant
to
help
us
figure
this
out,
because
it's
a
it's
a
very
expensive
set
of
issues
that
we're
dealing
with
here,
so
I'll
just
kind
of
walk
through
going
from
the
left
side
top
to
bottom.
The
first
piece
of
our
system
is
a
silk
Pond.
D
The
silk
Pond
removes
a
lot
of
sediment
that
comes
down
the
creek
and
that's
important,
because
if
it's
removed
there,
it's
a
lot
cheaper
to
deal
with
there
than
to
try
and
treat
it
in
the
in
the
water
treatment
plant
that
nice
Meadow
that
you
see,
that
should
be
all
one
big
lake.
It's
about
10
acres,
that
should
be
a
a
10
acre
Pond
10
feet
deep
right
now,
it's
it's
a
little
streams,
so
the
cell
Pond
works.
D
The
problem
is,
is
it's
full
and
that's
it's
it's
going
to
take
quite
a
bit
of
money
and
planning
to
clear
that
out.
D
Philpine
has
a
dam,
it's
a
beautiful
Dam.
You
can
see
the
picture
there
about
eight
feet,
high,
no
issues
with
that.
Damn
at
the
time
or
at
the
moment
after
the
snow
Pond,
it
flows
into
the
city
of
Civil
War,
which
is
it's
just
what
we
call
a
60-foot
dam
in
pounds
that
Reservoir
60
foot
dam
is
110
years
old.
It's
it
it's
still
in
pretty
good
shape,
but
it
does
have.
D
It
is
flagged
by
the
dec
right
now
as
a
high
Hazard
Dam,
with
no
deficiencies,
and
we
know
what
those
deficiencies
are
I,
don't
think
we're
in
any
trouble
if
it
breaking
anytime
soon,
but
we
do
have
to
address
these
these
issues.
There
are
some
other
issues
with
the
band,
but
I'll
talk
about.
In
a
minute.
We
have
the
30-foot
Dam,
which
was
built
in
1903
that
used
to
be
our
water
supply
Dam
and
we
haven't
used
it
since
the
16
foot
band
was
built.
D
So
it's
it's
a
beautiful
Dam,
but
it
really
serves
no
purpose.
It's
also
considered
high
Hazard
and
it
also
has
a
condition
rating
and
unsound
meaning.
We
have
to
do
something
with
it
and
add
its
damage
down
below
that
again
same
thing
with
the
30-foot
Dam.
It
had
a
purpose
a
long
time
ago.
It's
a
beautiful
Dam,
but
it's
it's
becoming
a
liability.
We
have
the
unsound
rating
and
it's
considered
a
high
Hazard
band.
D
D
The
gate
house
has
the
shutoff
valve
to
our
raw
water
lines
right
now,
even
though
it's
a
60-foot
dam,
it's
filled
with
about
30
feet
of
sediment,
so
there's
only
about
30
feet.
It's
only
30
feet.
Deep
at
that
location,
the
pipes
have
sheltered
up.
Some
of
our
control
valves
have
sealed
it
up.
D
D
So
that's
a
project
that
we
we
also
need
to
fix
is
to
fix
that
Gatehouse
and
to
fix
those
valves
in
the
upper
right.
You'll
see
a
raw
water,
main
repair
and
I
wish.
This
picture
was
a
little
bit
larger,
but
that
is
a
24
inch
pipe
and
it
sits
right
at
the
top
of
a
very,
very
Steep
Hill
and
the
hill
is
starting
to
erode
and
when
the
hill
it
Rose,
we
get.
We
get
movement
in
the
joints
and
so
we've.
This
is
a
water
leak
that
sprung
up.
D
We
were
able
to
fix
it,
but
the
water,
the
raw
water
mains,
110
years
old,
also-
and
one
of
my
big
concerns-
is
if,
if
we
do
get
a
pipe
break
along,
that
line,
we're
Limited
in
how
we
can
deal
with
that,
because
we
don't
have
a
shutoff
valve,
but
it's
reliable
right
now
we
have
a
water
treatment
plant
which
is
fairly
new,
opened
that
up
in
2017
and
of
course
we
have
the
Wastewater
plants,
which
I
believe
was
built
in
the
early
80s,
and
it
still
functions
very
well.
D
But
there
are
capital
Capital
issues
there
as
well.
D
I
didn't
have
time
to
put
labels
on
these,
but
it
I
do
want
to
talk
about
dredging
and
flood
control
in
the
next
couple
of
slides.
D
As
you
know,
FEMA
has
come
out
with
new
draft
flood
maps
and
I'll
talk
about
that
in
a
minute,
but
first
I
kind
of
want
to
talk
and
show
you
what
you
see
in
the
upper
left
is
the
30-foot
Dam
during
a
rainstorm,
and
you
can
see
all
the
silt
in
that
water.
The
Six
Mile
Creek
Watershed
is
highly
erodable,
and
so
every
time
it
rains
it
carries
a
huge
sediment
load
down
with
it,
and
that
creates
problems.
D
It
fills
up
the
silk
Dam
or
the
silt
Pond
and,
as
you
can
see
in
the
bottom
picture,
you
can
see
what
that
does
to
the
lake.
That's
after
rain
storm.
You
can
see
the
the
amount
of
silk.
It
actually
goes
out
there
in
the
lake,
so
we
do
have
to
look
at
dredging.
The
upper
pitcher
is
some
dredging
that
we
recently
did
on
cascadilla
Creek.
It
was
done
by
a
contractor
cleaning
out
the
creek
there.
D
The
other
two
pitchers
are
from
a
project
of
New
Jersey,
that's
going
to
be
very
similar
to
ours
when
the
dec
judges,
the
Kailua
Inlet,
the
metal
picture.
There
is
a
dredging
barge,
and
the
bottom
picture
is
a
dewatering
facility
where
that
the
the
water
The
Dredge
material
flows
through
pipes
and
into
those
large
bags
to
dewater
it
and
remove
all
the
sediment
out
of
it.
So
a
lot
of
you
have
seen
the
sediment
dewatering
facility
behind
Lowe's
and
Walmart.
D
D
This
picture
shows
what
our
flood
risk
is
right
now
picture
on.
The
left
is
what
the
USGS
came
up
with.
We
commissioned
a
study
back
in
2015,
knowing
that
he
knows
what's
going
to
be
upgrading
its
mass,
so
we
want
to
get
one
step
ahead
of
FEMA
so
that
we
can
figure
out
what
it
is
we'll
need
to
do
in
order
to
reduce
our
flood
risk.
D
It's
a
little
bit
hard
to
see,
but
what
you
see
in
pink
was
the
old
FEMA
map
boundaries
and
the
little
green
dots
or
the
properties
that
were
affected
by
that
the
1981
flood
Mass
the
yellow
cross
hatching,
is
what
the
new
proposed
FEMA
Maps
look
like.
They
look
very
similar
to
what
we
had
produced
with
the
USGS
and
all
those
red
dots
are
new
properties
that
will
be
subject
to
flood
insurance.
D
We
used
to
have
less
than
200
properties
that
were
affected
were
up
over
1200
properties.
Now
and
that's
going
to
be
a
that's
gonna
be
a
hit.
It's
it's
going
to
be
a
little
bit
chaotic
for
a
lot
of
property
owners
in
those
areas
off
to
the
right.
I
talked
about
dredging,
there's
a
there's,
a
two-part
method
to
eliminating
flood
risk
in
the
city,
one
is
dredging
which
is
in
the
hands
of
the
dec.
The
second
is
a
project
that
we're
working
on
with
we're
trying
to
get
grant
funding
for
it.
D
We
think
we
have
a
pretty
good
shot
at.
It
is
to
fix
some
of
our
Creek
walls
and
prevent
the
water
from
spilling
out
of
the
Creeks
to
begin
with.
So
between
the
dredging
and
this
project
that
you
see
on
the
right,
we
should
be
able
to
eliminate
most,
if
not
all,
of
the
flood
risks
in
the
city
project
on
the
right
was
about
12
million
dollars.
D
D
Foreign,
oh
I
did
want
to
mention
one
other
thing
about
the
dams.
The
damn
work
involves.
D
D
Just
a
couple
pictures
Beyond
what
we
normally
deal
with.
We
also
deal
with
strange
weather
situations
on
the
left
side.
Those
are
ice
jams,
that's
on
cascadilla
Creek
from
2014..
D
D
That's
what
we're
we've
been
working
on
for
several
years
is
to
find
a
way
to
pump
our
Wastewater
effluent
into
the
Creeks,
the
water's
clean,
it's
actually
cleaner
than
the
creek
water,
but
the
temperature
is
high
enough
where
it
can
melt
pathways
through
the
ice,
so
we're
we're
working
with
the
dec
on
that
project.
We're
still
trying
to
get
a
permit
to
do
it.
We
just
run
into
some
hiccups
lately
and
then
off
to
the
right.
Last
year
we
had
those
just
freak
windstorms
that
went
through
the
golf
course
in
Stuart
park.
D
It
caused
a
lot
of
damage,
so
those
are
the
things
that
DPW
also
deals
with
I'll
try
to
wrap
this
up,
I'm
afraid
I
took
too
much
time
here,
but
biggest
challenges
and
Steve's
touched
on
this.
A
little
bit
is
Staffing
just
difficulty
in
attracting
and
retaining
employees.
It
gives
a
National
Labor
shortage,
which
is
on
the
news
every
day.
There's
a
nationwide
there's
two
openings
where
every
one
job
Seeker
We've
also
had
a
wave
of
retirements
over
the
past
two
years.
D
We
knew
those
retirements
were
coming,
we
planned
for
them,
but
what
we
didn't
plan
for
is
this
the
situation
that
we're
in
right?
Now
we
have
people
leaving
and
there's
nobody
back
showing
those
positions.
So
that's
why
you
see
those
large
number
of
vacancies.
D
We've
had
a
number
positions
that
have
been
advertised
for
a
long
time.
The
chief
wastewater
operator
we're
currently
Contracting
with
a
an
outside
company,
they're
doing
a
great
job,
but
we'd
still
like
to
have
our
own
employee
in
that
position.
At
some
point
we
just
haven't
had
any
applicants
in
the
last
11
months,
sidewalk
program
manager
and
technician.
I've
talked
about
our
streets
and
water
and
sewer
Crews.
We
desperately
need
labor,
laborers
and
truck
drivers.
D
So,
as
I
showed
with
the
water
and
the
the
water
pipe
replacement
rate
and
our
road
repair
rate,
you
know
our
workload
is
constantly
decreasing
in
our
Workforce
is
constantly
decreasing.
So
it's
way
out
of
whack
our
infrastructure
is
deteriorating
faster
than
we
can
fix.
D
We
can
reduce,
we
always
receive,
but
this
year
we've
received
a
number
of
requests
for
new
programs
and
initiative.
Stress
to
take
time.
We
just
simply
can
our
off-hour
emergency
Staffing
is
becoming
a
lot
more
difficult,
particularly
with
snow
plow
drivers.
This
last
winter
we
had.
We
normally
had
six
drivers
out
through
the
city.
We
were
down
to
four
drivers
out
through
the
city.
D
D
The
good
news
is
there,
are
increased
grant
opportunities
coming
through,
but
the
bad
news
is
grants
require
a
lot
of
Staff
trying
to
manage
and
we
hate
to
to
turn
down
grant
opportunities.
But
the
truth
is
we
even
with
getting
Consultants
to
help
us?
It's
it's.
We
just
don't
have
the
Staffing
to
to
apply
for
and
manage
those
grants.
D
D
A
couple
other
new
things
that
have
come
down
the
road
and
we're
still
trying
to
figure
out
what
the
impacts
are.
Bec
has
just
started.
Environmental
justice
requirements
and
I
talked
about
the
ice
Jam
project
and
we
were
just
ready
to
get
our
permit
and
then
the
environmental
justice
requirements
just
hit
us
and
so
we're
trying
to
work
through
what
those
requirements
are.
D
So
we
can
do
those
quickly
and
get
that
permit
in
here,
because
the
the
permit
also
is
reported
the
wastewater
treatment
plan
as
well,
not
just
the
ice
jams.
There's
new
storm
water
regulations
coming
the
Glen
copper
rules
coming
we're
we're
still
trying
to
figure
out
what
that
means,
but
we're
not
quite
sure
but
we're
pretty
sure
it
means
more
administrative
burden
and
cost
for
the
city,
and
then
I
spoke
about
the
FEMA
flood
maps
and
the
flood
insurance
issues
and
how
you
get
end
up.
D
Judging
that's
going
to
be
on
a
lot
of
people's
minds
coming
up
and
so
I'm,
probably
taking
more
time
but
anyway,
that's
that's.
The
presentation
and
I
can
answer
questions
or
we
can
wait
till
the
end.
A
Thanks
very
much
Mike
where
that
deep
dive
into
DPW
a
lot
of
really
good
information
in
the
interest
of
time,
I'm
going
to
ask
that
we
hold
on
questions
right
now,
because
I
do
want
to
allow
enough
time
for
Lisa
Nicholas's
presentation,
and
if
we
have
time
we
can
then
have
a
few
questions
for
each
of
them.
We
can
also
encourage
Council
to
send
questions
and
just
copy
all
of
us
on
the
questions
we
have
at
Mike.
Lisa
Steve
can
respond
to
questions.
A
So
let
me
now
turn
to
Lisa.
Thank
you
for
being
here
this
evening.
C
You're
welcome
I'm,
just
sharing
my
PowerPoint.
Let
me
get
it
started
for
presentation.
C
All
right,
yeah,
that's
good
enough
right.
It
doesn't
matter
it
doesn't
matter
if
you
see
the
the
sidebar.
So
thank
you
very
much
for
inviting
me
this
evening.
Our
department,
the
department
of
Planning
and
Development,
has
presented
to
planning
committee
well
both
planning
committee
and
common
Council.
C
On
a
few
occasions
since
the
beginning
of
the
year
we
have
had
a
presentation.
We've
had
Pete
planning
committee
has
got
an
overview
of
the
department.
Tom
Knight,
the
deputy
director
of
Economic.
C
Has
presented
to
planning
committee
Megan
Wilson,
the
zoning
administrator
has
given
an
overview
of
zoning
and
puds
to
planning
committee
and,
of
course,
and
the
housing,
the
housing
inspect
housing
Supervisor
has
come
and
presented
to
planning
committee
and,
of
course,
Luis
presents
on
the
sustainability
program,
frequently
to
Common
Council.
C
So
all
of
the
previous
presentations
will
be
packaged
and
available
as
training
modules
for
you
and
so
tonight,
I
really
want
to
not
focus
so
much
on
the
things
that
you've
already
heard,
but
you
know
go
over
the
general
structure
of
the
department
talk
about.
C
You
know
some
of
the
goals
of
the
department,
how
some
of
how
we
work
with
other
departments
and
how
we
see
our
role
in
helping
you
talk
about
our
accomplishments
and
challenges
and
give
you
a
better
sense
of
what
we
do
and
how
we
can
help
you
as
well.
So
this
is
not,
you
know,
comprehensive,
but
but
hope
to
give
you
a
a
good
sense
of
our
department.
So
I
mean
I.
C
Think
that
you
know
the
really
the
our
our
mission
is
to
manage
growth
and
change
in
accordance
with
the
community's
vision
set
forth
in
the
comprehensive
and
other
plans,
state
and
local
laws.
We
strive
for
safe,
sustainable,
Equitable,
economically
diverse
Community
for
all
those
who
live,
work
play
and
otherwise
frequent
the
city
of
Ithaca.
This
is
how
we
see
our
work,
even
though
we
have
very.
C
We
have
various
professional
expertise
in
the
department,
not
a
big
fan
of
work
charts,
but
I
thought
this
would
be
helpful
in
explaining
the
department,
so
first
of
all,
I
just
want
to
say
the
name
of
our
department,
the
department
of
Planning
and
Development.
This
is
how
is
this
is
how
it
is
described
in
our
code,
but
you
will
often
see
it
just
stated
other
other
ways.
C
It
might
be
called
the
department
of
planning
zoning
Economic,
Development
building
it
might
be
called.
You
know
someone
might
refer
to
the
building
division
as
the
building
department.
It
is
you
know
it's
not
uncommon,
for
the
Department
to
be
misnamed,
but
in
terms
of
code
and
in
my
presentation,
the
way
I
think
of
it.
I
think
all
of
the
things
that
we
do
Encompass
the
term
Planning
and
Development.
C
You
know
we
have
thought
since
we
have
Incorporated
sustainability
into
the
department.
No,
there
has
been
some
thought
about,
potentially
changing
the
name
to
incorporate
that,
but
anyways
Department
of
planning
and
development.
C
We
have
I'm
the
director,
obviously
Lisa
Nicholas,
and
we
have
two
divisions:
The
Building
Division,
which
has
16
people.
The
structure
is
very
set
there
and
has
been
for
a
long
time.
We
have
a
supervisor
of
Code
Enforcement
who
supervises
the
whole
division,
Rob
feldewald.
Under
him
we
have
the
senior
plan
examiner
billiat
teamiatos,
and
this
and
the
housing
code
supervisor
Jamie
gatch,
and
they
both
supervise
people
in
their
Billy,
supervises
that
the
code
inspectors
and
Jamie
supervises
the
housing
inspectors.
C
So
the
code
inspectors
ensure
that
buildings
are
being
built
to
the
building
code
standards
and
and
that
any
remodels
are
also
to
the
code
standards.
We
also
have
an
electrical
inspector
who,
who
does
that,
so
they
work
with
also
the
fire
department
and
the
and
the
Electoral
and
plumbing
inspectors
to
as
a
project
is
under
construction,
whether
it's
a
really
big
project
like
the
one
right
next
to
us
in
city
hall
or
even
a
small
remodel
at
every
step
of
the
way
there
are.
C
There
is
a
schedule
of
inspections
that
have
to
happen
so
buildings
could
not
get
built
in
the
city.
Without
this,
these
frequent
inspections
every
step
of
the
way
and
insurance
that
all
the
buildings
are
meeting
code,
housing
code
inspectors
and
the
housing
code
program.
C
They
they
they,
they
inspect
rental
house.
For
the
most
part,
this
is
a
required
State
program,
but
it's
also
there's
a
there's,
a
element
of
voluntary
compliance
in
it
because
you
cannot
enter
somebody's
home
if
they
do
not
want
you
to
so
you
know
many
people
are
interested
in
having
a
housing
inspection
so
that
they
can
get
what
is
called
a
CFC,
a
certificate
of
compliance,
saying
that
their
rental,
their
rental
unit,
meets
all
housing
standards.
C
So
they
do
lots
of
inspections,
lots
of
re-inspections
and
to
make
sure
you
know,
they'll
find
violations
and
go
back
and
until
a
situation
has
been
resolved
and
they
yeah.
You
know
some
some
landlords
and
companies
that
have
large
housing
projects
really
want
that
CFC.
That
really
tells
their
client
their
potential
renters
that
they
are
safe
and
safe
facility.
C
Also
in
the
building
division,
there's
office
assistant
a
permit
clerk,
an
exterior,
Property
Maintenance
officer
who
goes
around
and
looks
at
properties
and
and
make
sure
they
comply
with
our
property
maintenance
ordinance,
and
there
are
two
electrical
inspectors.
Well,
we
have
two
electrical
inspector
positions.
C
One
of
them
is
a
vacant;
okay,
so
the
planning
Dimension,
so
the
planning,
division
and
again
I,
don't
love
organizational
charts,
but
I
did
the
best
I
could
to
kind
of
group
things,
but
I
think
it's
important
to
know
about
the
department
that
we
really
do
work
together,
a
lot
and
we
cross
each
other.
C
So
we
have
two
three
management
positions
in
the
planning
division.
We
have
the
deputy
director
of
planning,
which
was
my
preview
position
and
I
just
Megan
Wilson
just
was
just
selected
as
the
deputy
director
of
planning,
so
I
wanted
to
put
that
up
there
we
have
the
deputy
director
of
Economic
Development,
Tom
Knight,
who
you
have
heard
from,
and
the
director
of
sustainability,
Lisa
Gary
Torres,
who
you've
you're
familiar
with
his
work.
C
You've
heard
from
Tom,
so
I
won't
go
over
things
he's
done,
except
if
you
have
questions
later
on,
but,
as
you
know,
I
said
in
other
other
presentations,
you
know,
planning
has
the
planners
which
I
would
consider
all
of
these
people
except
the
office
assistant,
have
several
functions.
First
of
all,
you
know
we
lead
planning
efforts
to
establish
Community
goals.
So
that's
envisions
and
that's
like
long
range
planning,
neighborhood
planning,
comprehensive
planning.
C
We
develop
policies
to
support
Community
goals,
so
you
know
maybe
zoning
amendments
things
like
design
guidelines,
programs,
other
kinds
of
programs
and
initiatives
to
support
goals.
We
we
have
historic
preservation,
so
that
is
preserving
and
protecting
our
historic
resources
and
and
identifying
new
historic
resources
to
potentially
Preserve.
C
We
do
work
on
special
projects
such
as
we
are
very
involved
in
facilities
planning,
as
you
saw
at
the
last
meeting
and
other
projects.
Sometimes
Council
will
have
a
project
that
they
want
undertaken
and
we
will
jump
in
and
do
that
and
we
work.
C
You
know
a
lot
of
what
we
do
too
is
really
ends
up
as
a
development
project,
there's
a
plan
and
then
zoning
attached
to
it
and
that
creates
an
opportunity
for
building
in
an
area
or
targets
building
towards
an
area,
so
that
results
in
a
development
project
and
we
work
with
developers
from
the
conception
of
the
project,
sometimes
all
the
way
through
to
the
very
end
and,
of
course,
while
we're
doing
that
sometimes
you're,
obviously
working
with
the
code,
inspectors
and
and
sometimes
working
with
economic
development
issues,
grants
different
things
like
that
and
yeah.
C
So
we
all
work
kind
of
together
and
obviously,
as
as
you
know,
sustainability
is
rolling
out.
You
know
we're.
We
have
for
a
long
time
had
all
the
new
development.
Just
about
all
of
it
has
been
electric,
but
now
it's
a
it's.
A
recording
I
also
did
want
to
mention
that,
although
it's
not
a
city
Department,
it's
an
agency.
The
Ithaca
urban
renewal
agency
is
out
of
our
Department.
C
We
work
very
closely
with
them
to
develop
projects
and
in
some
of
their
initiatives,
and
you
hear
some
of
their
goals
all
right,
so
I
think
that
to
give
you
kind
of
a
flavor
of
our
department
and
what
so,
what
what
some
of
the
things
I
told
you
mean
I
just
wanted
to
share
with
you,
some
of
our
accomplishments
and
our
priority
projects.
C
So
every
year
we
give
at
the
beginning
of
the
year
we
give
the
mayor
and
it
shared
with
you
our
accomplishments
for
the
previous
year
and
our
work
program
goals
for
the
for
the
next
year,
and
this
is
just
these
are
from
2021,
and
these
are
you
know
it
is
pages
long,
but
these
are.
Are
you
know
we
have
to
at
some
point
say:
okay,
these
are
our.
These
are
the
accomplishments.
We
really
most
want
to
share
with
you
now.
C
Just
this
is
sort
of
operationalizing
what
I've
told
you
so
some
of
our
accomplishments
for
2021,
were
you
know,
working
on
the
the
Downtown
Development
Green
Street
Garage
rebuild
the
Vicino
project
and
the
rimlin
project.
Previous
to
that
we
were
working
with
the
approvals
process,
but
during
the
construction
process
we
often
have
to
work
with
projects
to.
In
this
case,
we
meet
weekly
with
the
developers
to
monitor
how
things
are
going
respond
to
any
complaints,
bring
up
issues
that
need
to
be
addressed.
C
For
you
know
access
we
work
with
engineering
on
this,
but
it
could
take
sort
of
Continued,
Care
and
Feeding
development
approvals.
Last
year,
for
instance,
we
there
were
12
large
projects,
equaling
142
million
dollars,
195
rental
units
of
which
139
were
affordable
and
five
were
for
sale.
C
Continued
work
on
the
you
know:
Cayuga
Park
development.
That's
the
development
that
has
the
new
Cayuga
Medical
Center,
building
very
complex
project
that
takes
continued
continued
work,
particularly
around
the
the
intersection
Improvement
at
5th
Street
The
Building
Division
last
year
issued
a
760
building
and
200
electoral
and
plumbing
permits
and,
of
course,
like
the
that
brings
in
a
lot
of
Revenue
to
the
city.
Those
inspections
that
have
to
happen
for
every
project
during
construction
are
there's,
there's
fees
associated
with
that.
C
So
that
brings
in
revenue,
and
we
know
our
buildings
are
safe
and
to
code
we
also
conducted
you
know:
400,
almost
450
housing
inspections
to
ensure
safe
living
conditions
for
the
city
for
City
residents.
We
can't
keep
up
with
the
demand
for
housing
inspections
we
probably
never
will
be
able
to,
but
this
is
a
lot
of
inspections,
but
it's
not
as
many
as
need
to
be
done.
C
So
that's
a
challenge
for
us
and
you
will
see
in
our
budget
this
year
a
request
for
an
additional
housing
inspector,
other
accomplishments,
establishment
of
a
joint
City
Town
landmarks
preservation,
Commission.
C
C
Economic
Development,
Tom
Knight
was
able
to
make
a
connection
and,
and
the
project
ended
up,
coming
downtown,
which
was
really
great.
We
went
for
all
of
us
and,
of
course,
the
progress
to
the
city's
Green
New
Deal
goals
since
the
since
the
beginning
of
since
the
end
of
2021,
we've
had
some
additional
accomplishments,
the
Downtown
Development
Green
Street
Garage
project.
C
We
have
you
know
there
is
now.
We
now
know
for
sure
that
the
the
kitchen
at
the
conference
center
will
be
fully
electric,
which
you
know
about,
and
we
this
will
be
the
first
electric
conference
center
kitchen.
We
think
in
the
country
and
I
think
that
I
really
want
to
mention
the
reopening
of
the
Green
Street
Garage,
and
you
know
we
all
worked
hard
on
make
on
you
know.
Obviously
the
construction
company.
C
You
know
the
contractor
built
the
garage,
but
the
the
the
code
inspectors
worked
very
hard
to
get
it
open
and
make
sure
that
it
was
very
clear
what
they
had
to
do
to
finish
to
finish
the
project
and
open
it
fully,
but
I
also
want
to
say
that
you
know
planning
had
a
really
big
role
in
that
project,
even
being
required
even
being
possible
in
the
first
place.
C
So
about
a
decade
ago,
when
the
middle
that
garage
that
was
torn
down
was
in
three
sections
and
about
a
decade
ago
we
had
to
rebuild
the
middle
section.
That
was
failing,
and
we
worked.
You
know
closely
with
engineering
at
the
point
that
we
rebuilt
that
section
to
make
sure
it
could
be
built
so
that
floors
could
be
added
to
it
in
the
future.
C
Should
there
be
an
opportunity
to
use
that
whole
site
differently
than
just
for
a
parking
garage,
so
we
foresaw
a
future
where
there
could
be
in
additional
development
on
that
site
and
structured
the
the
rebuild
of
the
garage
a
decade
ago
to
be
able
to
add
floors,
and
then
you
know
10
years
later.
That's
exactly
what
we
did.
We
Consolidated
all
the
parking
towards
the
middle
and
then
the
two
sites
on
either
side
are
giving
us.
You
know
almost
400
units
of
new
housing
so
and
a
new
Conference
Center.
C
So
we
feel
very
it's
it's
not
off
it's
not
always
that
a
vision
comes
to
fruition,
but
in
this
case
it
did
in
terms
of
development
approvals.
We
have
continued
this
year.
We
have
another
really
big
year.
So
far
this
year
we
have
over
900
units
of
housing
approved
or
in
the
process
of
approval,
and
you
know
some
very
large
projects
like
the
Cornell
computer
information,
science
building
and
the
East
Hill
fire
station
all
are
moving
through
the
approval
process,
so
we're
very
busy
in
that.
C
In
that
regard
some,
you
know
some
continued
progression
on
Green
New,
Deal
sustainability
program,
Community
Choice
aggregation
legislation
is
pending.
You
will
see
that
next
week
at
planning
committee
and
then
probably
in
October
at
common
Council,
the
electrification
program
has
been
initiated
with
black
power.
C
We've
completed
Citywide
greenhouse
gas
inventory,
which
will
be
presented
to
planning
committee
next
week.
Other
interesting
projects.
You
will
also
be
seeing
the
nomination
for
Landmark
designation
status
of
the
home
Dairy
building
on
the
commons
specifically
relevant
for
its
involvement
with
Firebrand
book
publishers,
which
is
a
LGBT
Q
Plus
publisher.
C
We've
been
working
again
on
facilities
with
East
Hill
fire
department,
progressing
that
through
the
option,
agreement
and
approvals,
and
we
have
had
a
fair
amount
of
success
in
hiring.
We
haven't
filled
every
position,
but
we're
down
to
three
positions,
and
so
these
are
some
of
our
accomplishments
for
this
year.
C
Just
to
give
you
a
sense
of
what
our
work
priorities
were
going
into
2022
again,
so
you'd
get
a
sense
of
what
you
know.
What
we
do
you
know
a
big.
A
big
priority
for
us
was
to
fill
all
the
vacant
positions,
and
we
have
had
some
success
in
that
I'm,
very
pleased
to
say,
green
New,
Deal
implementation,
completion
of
downtown
plan.
This
is
a
long-range
planning
project
that
will
set
the
vision
and
the
goals
for
the
downtown
area,
and
then
we
will
Implement
we'll
come
up
with
implementation
strategies
for
that.
C
That
was
a
really
important
project
that
is
a
priority
of
ours,
but
because
of
Staffing
shortages,
we
haven't
been
able
to
finish
that
project,
but
we
do
have
a
new
planner
starting
next
week,
so
hopefully
we'll
be
able
to
finish
that
soon,
yeah
I
don't
need
to
go
through
every
one
of
these,
but
you
know
up,
but
I'll
just
keep
talking
a
little
bit
more.
You
know,
updating
our
zoning
mapping
chart
seems
like
a
pretty
you
know,
basic
basic
project,
but
it's
really
about
Clarity
of
information.
C
Clarity
for
Developers,
for
homeowners,
for
staff
and
working
our
map
was
very
outdated
and
we
have
are
currently
working
with
a
consultant
to
make
it
more
usable
and
readable
and
understandable
to
everybody
yeah,
some
other
things
that
were
priorities
for
us
working
on
City
facilities,
which
I've
discussed
before
developing
coordinate
legislation
around
local
cannabis
and
short-term
rentals,
which
you
also
planning
committee,
will
be
seeing
a
presentation
on
short-term
rentals
tomorrow
next
week,
and
you
know
all
these
projects
that
we
work
on.
C
We
also
have
really
some
internal
goals
to
modernize
our
office,
the
functions
of
our
office
and
our
records,
and
we
have
worked
to
we're
working
on
buying
new
office
furniture.
Most
of
our
furniture
is
very
old
and
not
really
functional,
digitizing
our
records
and
also
working
on
helping
the
code
inspectors
have
the
ability
to
work
remotely
when
they're
in
the
field,
so
they
don't
have
to
come
back
to
the
office
to
write
all
their
reports.
C
Some
of
the
department
challenges
as
Mike
as
Mike
mentioned,
and
you
know
we
all
experience.
Staffing
levels
have
been
an
issue
we
have
had
to
not
do
some
projects
or
programs
like
not
finish
the
downtown
plan.
You
can't
do
public
art
anymore.
We
really
have
had
some
challenges
with
Staffing
and
and
particularly
in
the
building
division.
C
You
know
it's
been
difficult,
keeping
up
with
code
inspections
and
housing
inspections,
although
that
has
now
changed
very
happy
to
say,
but
we've
also
had
challengings
with
challenges
with
new
and
shifting
staff
roles.
Some
of
it
was
pandemic
related,
but
some
not
too
we've
had
some
retirements.
The
director
former
director
retired,
the
zoning
administrator
retired
people
have,
and
people
have
had
to
switch
roles
and
do
different
things,
and
so
you
know
other
things
couldn't
get
done.
So
there's
been
a
lot
of
Shifting
of
Staff
rules.
C
Some
of
the
things
that
you
know
were
and
Mike
talked
about
this
too,
with
you
know,
in
pandemic
impacts.
Is
our
workload
really
increased?
One
thing
that
didn't
stop
at
all
during
the
pandemic
was
development.
We
had
a
busier
year
with
development
than
we
have
had
previously.
There
was
there
were
a
lot
of
projects
during
the
you
know,
the
first
two
years
of
the
pandemic
really
busy
real
estate
market
and
that
really
created.
C
You
know
a
lot
of
pressure
for
people
who
work
on
that
on
approval,
development
approvals
and
coordination,
as
well
as
the
code
inspectors.
Who
then
have
you
know,
inspect
the
projects
as
they're
being
built,
and
you
know,
then
there
were
other
needs
too.
There
were
there
were
lots
of
Economic
Development
needs
that
got
funded
through
capital
projects
and,
to
you
know,
support
businesses
that
were
struggling
during
during
coven
We've.
C
Also
seen
as
Mike
mentioned,
you
know
some
the
issue
with
supply
chain
and
construction
costs
comes
right
back
to
our
department
through
development
projects,
in
the
sense
that
projects
that
maybe
would
have
gone
straight
from
approval
straight
to
construction.
They
go
from
approval
to
estimating
to
redesign
back
to
approval
and
they
keep
going
back
and
forth
because
construction,
they
either
can't
get
materials
or
the
construction
costs
have
gone
up
so
much
that
they
have
to
read.
They
have
to
change
their
project.
C
We
really
have
seen
this
with
some
projects,
particularly
some
of
you
have
seen
this
with
the
city
Harbor
project
where
Guthrie
is,
they
have
had
to
make
lots
of
changes
and
sometimes
making
changes
really
in
can
involve
multiple
departments.
We
have
to
revisit
everything
and
it
takes
a
lot
of
time
to
go
back
through
those
changes.
The
approvals
the
agreements
and
and
try
to
come
to
a
new
agreement.
C
I
want
to
say
that,
even
though
you
know
public
meetings
are
I,
don't
know
if
this
is
a
pandemic
impact
I
think
I
feel
like
it
is,
but
it's
also
a
big
function
of
our
department.
We
staff
three
quasi-judicial
boards
and
the
planning
committee,
and
so
we
have
36
public.
We
staff
36
public
meetings
a
year,
whoops,
sorry-
and
just
you
know,
you
probably
heard
the
term
quasi-judicial
board
multiple
times,
but
just
in
case
you're
not
familiar
with
them.
Those
are
boards
that
buy
ordinance
are
allowed
to
make
discretionary
decisions.
C
They
have
a
set
of
guidelines
and
rules
that
they
have
to
follow,
but
the
boards
are
members
are
appointed
by
the
mayor
and,
and
they
operate
like
they're
called
quasi-judicial
because
they
operate
kind
of
like
a
you
know.
They
make
decisions,
they
can
approve
or
deny
a
project
or
a
request,
and
so
it's
sort
of
like
a
Judicial
book.
C
So
these
boards-
and
these
are
the
three
quasi-judicial
boards
that
we-
that
we
staff
the
planning
and
development
board
that
reviews
and
approves
all
development
projects
so
from
everything
from
almost
like
a
duplex
to
a
really
large
project,
and
they
have
they
are.
They
are
informed
by
our
site
plan
review,
ordinance
also
by
our
comprehensive
plans.
C
Our
neighborhood
plans
theirs
very
specific
guidelines
that
they
follow
when
they're
reviewing
a
project,
but
it's
also
incredibly
Broad
and
it
can
take
up
to
a
year
for
a
project
to
go
through
an
approval
process
and
during
that
process,
with
the
planning
and
development
board.
Sometimes
they
also
need
to
go
to
the
bza
or
the
landmarks
preservation
commission
and
they
meet
all
the
quasi-judicial
boards
meet
once
a
month.
C
The
Other,
quasi-judicial
Board,
is
the
board
of
zoning
appeals
also
meet
once
a
month.
They
Grant
relief
from
the
zoning
code.
So
if
a
project
for
some
reason
or
or
even
it
can
either
be
a
new
project
or
or
maybe
a
homeowner,
that
wants
to
make
a
change,
but
they
don't
meet
the
zoning
code.
C
They
can
ask
for
relief
from
the
zoning
code
and
the
landmarks
preservation
commission,
which
is
the
final
one
which
grants
certificates
of
appropriateness
for
alterations
to
Historic,
Properties
or
properties
within
historic
districts,
and
then,
as
I
said,
we
staff
the
planning
committee.
So
these
public
meetings,
you
know
they
I,
think
that
you
know
we
all
dealt
with
the
the
issues
of
Zoom
I,
think
we've
adjusted,
but
going
into
hybrid
meetings.
C
I
think
that's
going
to
be
really
difficult,
where
we
have
some
people
in
the
room
and
some
people
outside
of
the
room,
I
think
I'm
just
going
to
ask
everybody
to
have
patience
as
we
try
to
have
find
a
system
that
works
well
for
everybody.
These
meetings
are
very
clunky.
They
take
additional
staff
to
operate,
and
you
know
we'll
just
have
to
do
the
best.
We
can,
as
we
go
forward,
but
a
lot
of
our
staff
time.
C
So
you
know
I
think
that
this
is.
You
know
one
of
our
one
of
our
the
way
we
think
about
planning
and
development.
Really
too,
is
part
of.
What
we
do
is
give
you
information
that
you
need
decision
makers,
information
that
they
need
to
make
some
decisions,
and
it's
often
involves
balancing
City
goals
and
initiatives
with
private
interests
and
what
are
City
goals
and
initiatives.
Well,
the
way
I
think
about
it
is
a
city.
Golden
initiative
is
not
you
know
is.
It
is
something
that
has
gone
through.
C
A
whole
public
process
and
been
voted
on
and
and
now
is
an
official
City
goal
or
initiative
that
doesn't
mean
that
everybody
agrees
with
it.
It
doesn't
mean
that
there
is
no
controversy
around
it,
but
what
it
does
mean.
It's
gone
through
a
whole
process
where
there's
been
lots
of
public
input
and
ability
for
people
to
comment
and
give
feedback,
and
that
common
Council
has
then
you
know,
said,
voted
on
it
in
some
way
that
has
invaded
it
to
like
an
official,
City
goal
initiative
and
private
interests.
C
Are
you
know,
people
who
may
be
hit
up
against
that
that
City
goal
or
initiative?
So
by
way
of
example,
you
know
our
we
do
comprehend
if
you've
seen
our
comprehensive
plan
or
our
neighborhood
plan.
You
know
these
are
documents
that
set
out
a
vision
for
the
city.
We
worked
for.
You
know
many
many
months
over.
You
know
years
to
develop,
to
work
with
the
community
to
develop
goals
and
recommendations
for
different
themes.
Like
you
know,
transportation
and
land
use.
Where
should
development
go?
C
How
should
what
should
be
our
goals
for
transportation,
for
instance,
or
in
in
like
a
neighborhood
setting
like
what
you
know
drilling
down
to
like
what
should
happen
actually
in
that
neighborhood?
And
so
we
developed
these
plans
based
on
community
input
and
common
Council
feedback,
and
then
they
go
through
this
whole
process
of
you
know:
approval
in
which
everybody
debates,
everything
and
the
compromises
are
made,
and
then
you
have
the
final
plan.
C
You
know
just
some
examples
of
some
of
the
things
that
have
been
in
plans
that
have
we're
seeing
realize
now,
or
you
know,
for
instance,
you
know
in
our
comprehensive
plan
we
had
an
idea
of
turning
Route
13
into
an
urban
Boulevard
or
a
portion
of
Route
13,
the
restrictive
access
portion
of
Route
13
into
an
urban
Boulevard
that
made
it
in
as
a
recommendation
in
the
comprehensive
plan,
and
now
there
is
a
project
with
the
engineering
department
to
apply
for
Grant
Federal
funding,
and
there
is
a
project
to
make
that
a
reality,
or
at
least
do
the
planning
to
make
that
a
reality.
C
That's
an
example
of
a
big
idea
that
was
in
a
plan
that
is
now
being
being
realized,
and
so
you
know
adopted
plans
also,
you
know,
are
great
for
if
it's
in
an
adopted
plan
you
know
it's,
it
gives
you
leverage
for
grant,
funding
and
and
also
helps
with
decision
making.
You
know
once
the
plan
is
done.
C
There
are
way
we
our
department
and
other
departments
too,
come
up
with
ways
to
implement
that
plan.
One
of
the
things
that
our
department
does
is
looking
at
zoning.
You
know,
so
zoning
is
another
area
where
okay
say
we
have.
We
want
to
our
land
use
plan
says
we
want
density
here
like
downtown,
but
not
in
the
neighborhoods.
So
we
developed
zoning
that
will
and
reinforce
that
and
Zoning
is
another.
C
Zoning
is
another
thing
you've
seen
you've
seen
some
small
zoning
amendments
come
before
you
and
there
are
larger
ones
as
well,
but
those
also
go
through
a
public
process
of
debate
and
compromise
and
deliberation
so
that
once
they're
adopted,
even
if
everybody
doesn't
agree
with
them,
they've
gone
through
public
process
and
they
are
official,
you
know
officially
considered
vetted.
C
Even
if
people
come
back
and
say
yeah
but
I
don't
agree
with
this,
you
have
gone
through
your
process
of
taking
everybody's
input
and
weighing
it
and
made
a
decision
on
the
Ithaca
energy
code.
Another
example
energy
code
supplement-
that
is,
you
know,
the
building
division
is
now
implementing
this.
This
was
a
initiative
by
initiative
to
you
know,
have
a
more
stringent
energy
code
that
for
new
construction
than
the
state
of
New
York.
C
So
it
was
a
goal
of
the
city
based
on
our
climate
action
plan
from
many
years
ago.
It
was
also
in
our
comprehensive
plan,
but
not
everybody
agreed
with
it.
You
know
so
during
the
development
of
the
Ithaca
energy
code.
The
city
had
this
goal,
but
you
know
some
private
interests
and
institutional
interests
felt
that
you
know.
C
Maybe
this
wasn't
fair
to
them
and
they
had
to
you
know
some
compromises
were
made,
and
so
you
know
again,
I
think
you
are
always
in
the
process
of
having
to
weigh
these
goals
that
have
been
vetted
with
private
interests
and
then
just
finally,
I
just
want
to
say
that
our
you
know,
our
our
department
is,
does
a
lot
with
public
process
through
public
hearings
through
making
through
public
meetings
through
making
information
available
to
people
giving
them
the
information
they
need.
C
The
public
needs
in
order
to
in
order
to
comment
in
an
informed
way
about
projects,
initiatives,
not
that
that's
required
for
a
comment.
People
can
comment
in
any
way
they
want,
but
they
have
the
ability
to
have
the
information
they
need
to
comment
in
an
informed
way.
C
You
know
through
all
of
our
planning
processes,
and
we
do
lots
of
Outreach
to
get
to
people
who
maybe
don't
always
have
who
don't
show
up
to
meetings
or
you
know
how
do
we?
How
do
we
get
to
people
to
get
them
to
comment
and
participate
in
a
public
process?
It's
a
big
part
of
the
work
we
do
and
the
work
we
do
for
you
to
try
to
get
information
out.
C
Let
people
know
what's
going
on
and
find
ways
to
connect
with
people
so
that
they
can
tell
you
what
they
think
and
tell
us
what
they
think
of
of
some
of
the
ideas
and
initiatives
that
we
have.
So
that
is.
That
concludes
my
presentation
and.
A
Thank
you
Lisa.
Thank
you
great
information,
thanks
very
much
I.
Think
in
the
interest
of
time,
I
will
ask,
rather
than
turning
to
questions
tonight,
I'll,
ask
council
members
to
write
to
our
three
presenters
with
questions
copy
all
of
council
and
then
we'll
have
that
information.
I
just
want
to
say
that
a
couple
of
themes
that
I
was
hearing
was
how
the
budgets,
our
city
budget,
is
impacted
by
expenses
and
revenues,
and
we
were
hearing
tonight
from
DPW
and
planning
and
development.
A
Some
of
the
challenges,
Staffing
challenges,
funding
for
various
projects
and
initiatives
are
infrastructure
needs
our
aging
infrastructure
and
there
are
a
number
of
themes
that
I'm
sure
everyone
here
picked
up
on,
but
I
really
appreciate
Steve,
starting
us
off
with
a
budgets
101,
because
it
positions
us
well
to
be
thinking
strategically
about
the
the
needs
of
some
of
our
large
departments
that
have
a
clear
impact
on
our
community
on
our
city,
DPW
for
sure
planning
for
sure.
A
So
I
thought
it
would
be
beneficial
for
us
to
get
together
and
spend
this
time
hearing
from
departments.
We
don't
often
have
the
time
during
council
meeting,
certainly
or
even
during
some
of
our
standing
committees,
so
this
kind
of
in-service
training
seemed
to
make
sense.
So
I
also
want
to
thank
Lisa
for
her
comment
that
we
will
of
course
be
transitioning
to
hybrid
meetings.
We,
the
the
voting
body,
will
need
to
be
in
person
for
our
meetings.
A
The
staff
and
public
will
be
able
to
participate
via
Zoom,
be
able
to
watch,
as
is
the
case
tonight
on
the
city's
YouTube
channel.
What
is
important
and
Lisa
touched
upon
this
too,
is
public
process
and
I.
Think
Steve
and
Mike
may
have
additionally
touched
upon
this.
We
want
the
questions
comments,
input
from
the
public
that
is
very
important
to
us
on
common
Council,
as
we
make
some
difficult
decisions
and
there
will
be
difficult
budgetary
decisions
to
to
make
this
year.
But
as
we
Transit
transition
to
a
hybrid
model,
it
may
be
clunky.
A
We
have
the
technology
to
do
hybrid
meetings
for
sure,
but
all
of
us,
transitioning
to
that
may
be
clunky.
So
I
will
just
ask
for
everyone's
patience,
the
kind
of
patience
that
we
all
needed
two
plus
years
ago
on
the
front
end
of
the
pandemic
when
we
were
transitioning
to
to
zoom.
A
So
any
of
our
three
presenters
have
any
closing
comments.
A
Okay,
seeing
none
thank
you,
everyone
and
let's
get
the
questions
out
and
we
will
move
forward
into
a
challenging
next
few
months,
but
an
exciting
time
as
well.
Okay
have
a
good
evening.
Everyone
thank
you.