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From YouTube: April 29, 2020 Special Common Council Meeting
Description
Common Council considers three resolutions to cut expenses in response to the economic crisis brought on by the novel coronavirus pandemic.
A
Great
so
I
believe
we
are
now
live
for
the
April
29th
2020
special
meeting
of
Common
Council
on
a
thank
Council
for
their
uncommon
flexibility
in
arranging
for
this
meeting
on
such
short
notice.
This
meetings
being
held
in
response
to
the
Cova
19
crisis,
a
crisis
that
we've
been
adjusting
our
operations
to
for
the
last
two-and-a-half
months,
but
has
become
obvious
in
the
last
10
days.
We
will
have
to
adjust
our
finances
as
well,
so.
A
Bit
of
background
that
most
folks,
watching
and
participating
in
this
meeting
won't
need
is
that
the
coronavirus
has
forced
the
city,
the
state
and
the
entire
country
to
take
social
distancing
measures
which
I
believe
have
saved
so
far.
Hundreds
of
thousands
of
lives
and
I
believe
were
justified,
but
it
also
changed
completely
our
way
of
life,
especially
here
in
Ithaca,
the
cancelling
of
the
academic
school
year
for
our
institutions
of
higher
ed,
the
closing
of
bars
and
restaurants,
and
the
closing
of
most
retail
stores,
his
ground
sales
tax
collection,
basically
to
a
halt.
A
So
the
conversations
that
we,
the
decisions,
we've
seen
business
owner
after
business
owner
make
from
the
factories
here
in
the
city
of
Ithaca
to
the
storefronts.
We
are
now
being
forced
to
make
very
similar
decisions.
Now,
unfortunately,
we
we'd
hoped
all
of
us
on
council,
I,
hope,
I'm,
not
speaking
out
of
turn
by
saying
that
we
hoped
and
continue
to
hope
for
federal
assistance
to
municipalities.
A
The
federal
government
has,
over
the
last
two
months,
done
an
enormous
amount
of
spending
spending
over
two
trillion
dollars
in
direct
spending,
in
probably
over
five
in
terms
in
total
fiscal
maneuvers.
If
you
include
what
the
Treasury
has
done,
quantitative
easing
and
they've
sent
the
checks
directly
to
individuals
making
less
than
$75,000
a
year.
You
crazy
the
Paycheck
protection
program
for
small
businesses.
Cara's
act
even
included
funding
to
go
directly
to
institutions
of
higher
education.
A
Cities
have
been
left
out
completely,
and
we
are
very
hopeful
that
the
care
is
for
act
which
is
coming
up,
will
include
ADA
municipalities,
but
that
money
is
not
here
every
week
that
that
money
does
not
arrive.
Our
deficit
grows
larger
and
every
week
we
delay
our
employees,
who
might
be
furloughed,
are
missing
out
on
the
more
generous
and
extended
unemployment
insurance.
A
So
I've
come
with
a
with
study,
advice
and
guidance
of
the
entire
senior
staff,
but
in
particular,
I
want
to
mention
Dan
Cogan,
Ari,
Levine,
Steve,
Thayer
and
Shelly
Michelle
Nunn,
with
their
heart
around
the
clock.
Work
I've
come
to
the
conclusion
that
our
best
course
is
to
adopt
the
three
resolutions
which
are
on
the
agenda
tonight
and
if
we
adopt
those,
we
will
have
a
maximum
savings
of
5.4
million
dollars
through
the
remainder
of
2010
2020.
A
Sorry
2020
book
III
I
wanted
to
speak
a
bit
about
specifics,
some
of
the
choices
that
were
made
why
we
made
those
choices,
but
before
we
do
that
dan
and
I
I
would
just
ask
you
to
walk
us
through
the
financial
picture.
The
state
of
the
city's
budget
might
be
helpful,
especially
for
people
watching
him
on
there.
Okay,
exactly
how
large
is
our
budget?
Where
do
we
spend
our
money
and
what
would
it
deficit
of
this
size?
Look
like.
C
So
can
you
see
that
on
the
screen?
Yep?
Okay,
so
this
is
this-
is
just
sort
of
a
pie
chart
that
shows
what
the
general
fund
budget,
which
is
the
city
budget,
that's
funded
by
property
taxes
and
sales
taxes.
This
is
what
our
total
revenue
picture
is
supposed
to
look
like.
This
is
what
Common
Council
adopted
at
the
end
of
2019
for
the
2020
budget.
C
C
The
state
revenues
includes
revenue
sharing
from
the
state
if
this
is
we're
projecting
somewhere
between
a
four
million
and
a
thirteen
million
dollar
loss
of
revenue
as
a
result
of
the
financial
crisis
from
this
pandemic,
a
lot
of
that
is
from
a
loss
of
sales,
tax
revenue,
loss
of
state
aid,
loss
of
parking
fees
and
so
on.
So
this
is
this
is
how
big
a
chunk
from
the
revenue
pie.
Four
million
dollars
looks
like
so.
It
is
a
it's
a
pretty
big
chunk
and
that's
sort
of
the
best-case
scenario.
C
If
we
look
at
our
worst
case
scenario
and
in
talking
to
us,
you
know
some
other
municipalities,
this
is
probably
not
unreasonable.
This
is
what
a
thirteen
million
dollar
revenue
loss
looks
like
it's
almost
a
quarter
of
our
you
know
almost
a
quarter
of
our
revenue
and
it's
a
it's
a
pretty
big
hole
in
the
budget,
and
so
when
you
lose
that
much
revenue
you
have
to
make
up
that
you
have
to
either
make
that
make
up
for
that
by
getting
new
revenue
or
you
have
to
cut
expenses
in
our
expenses.
C
This
is
kind
of
what,
in
just
very
general
terms.
Our
expenses
looks
like
you
know,
wages
over
time
and
and
fringe
benefits,
which
is
like
mostly
health,
insurance
and
also,
you
know,
retirement
contributions
to
the
State
Retirement
System,
that
that
makes
up
something
like
73
percent
of
the
city
budget
and
that's
where
the
majority
of
the
money
that
we
collect
goes
to
it
goes
to
pay
for
our
employees.
C
Another
another
you
know
sizeable
chunk
is
is
contracts.
Some
of
that
I
think
includes.
Maybe
the
cubicle,
a
pretty
big
chunk
is
debt
service.
This
is
basically
past
borrowing
that
we
have
to
continue
to
pay
off
and
we
really
have
no
choice.
There's
no
way
to
reduce
those
fees-
and
you
know,
parts
of
fuel
supplies
and
these
other.
These
other
categories
are
also
much
smaller
and
they're
all
not
a
lot
of
lot,
not
a
lot
of
room
there
to
cut.
C
This
is
what
the
general
fund
looks
like
broken
down
by
Department,
and
you
know,
starting
with
the
largest
departments,
DPW,
police
and
fire
are
our
largest
departments
and
then
moving
down
from
there.
Youth
Bureau
and
planning
unallocated
is
a
lot
of
expenses
that
we
mostly
retiree
health
insurance,
but
there's
some
other
things
in
there
that
are
just
generally
general
expenses
not
attributed
to
a
department,
and
then
the
other
giuk
and
the
smaller
departments
are
below
that.
But
if
you
look
at
that
to
these
lines
demonstrate
what
the
the
two
losses
of
revenue
are.
C
So
that's
you
know
you
could
you
could
lay
off
everybody
in
planning
and
building
and
and
still
wouldn't
save
enough
to
cover
four
million
and,
if
you're
having
to
cover
13
million
dollars,
that's
bigger
than
every
single
department,
except
for
DPW
police
and
fire
they're,
all
less
than
13
million
dollars
a
year?
And
so,
if
you,
if
you,
if
you
just
wanted
to
just
lay
off
or
eliminate
departments,
starting
with
the
smallest
and
working
your
way
up,
you
would
be.
You
would
have
to
eliminate
Common
Council.
All
of
the
contributions
we
make.
C
The
community
agencies
the
mayor's
office,
the
attorney's
office.
Human
resources
are
in
turtle,
our
Public
Information,
Technology,
Finance,
Jack
planning,
building
and
a
good
chunk
out
of
Butte
Bureau,
and
that
would
that
would
save
you,
the
thirteen
million
dollars.
So
that
just
gives
a
sense
of
the
scale
of
what
we're
talking
about.
Thirteen
million
dollars
is
a
huge
amount
of
money.
C
It
took
a
few
years
before
the
the
full
financial
impact
of
the
Great
Recession
hit
our
budget,
but
back
in
2012,
when
we
were
planning
the
2013
budget,
there
was
a
three
million
dollar
deficit
that
was
projected
and
if
you,
if
you
took
all
of
the
all
of
the
cities
with
all
of
the
wages
and
benefits
that
we
pay
to
our
employees
and
divided
that
by
the
number
of
employees
that
we
had
at
that
time
and
came
up
with
sort
of
an
average
a
number
of
employees.
You
know
those
employees
in
red.
C
That
number
of
employees
is
what
you
would
have
to
have
laid
off
in
order
to
eliminate
a
thirteen
million
dollar
deficit
and
a
lot
of
a
lot
of
positions
were
eliminated
at
that
time
through
through
attrition
and
retirements.
Now
we're
talking
about
thirteen
million
dollar
deficit
in
terms
of
our
employees.
We
have
currently
about
four
hundred
and
fifty-five
employees,
and
there
are
a
hundred
and
twenty
red
dots
on
this
graph
here,
so
that
that
gives
you
a
sense
of
how
what
it
takes
to
make
up
a
thirteen
million
dollar
deficit.
C
So
so
we
are
talking
about
really
big
numbers,
unfortunately,
and
and
it's
that's
why
we
are
trying
to
take
action
now
in
order
to
try
to
reduce
the
deficit
and
that's
why
we
really
are
hoping
that
we
get
some
kind
of
financial
aid
from
the
federal
government
so
that
we
don't
have
to
resort
to
something.
This
drastic.
A
Thank
you
Dad.
You
know
that's
on
the
expense
cutting
side.
So,
of
course
you
know
we
can't
just
increase
the
sales
tax
revenue,
that's
difficult
to
do
even
under
normal
circumstances.
You
can
just
flip
the
switch
and
say
we're
gonna
bring
in
more
sales
tax
revenue.
You
actually
have
to
encourage
more
transactions.
A
You
can
raise
property
taxes
that
we
can't
do
it
mid-year.
If
we
were
going
to
do
that
next
year
and
close
the
13
million
dollar
deficit,
it
would
require
a
property
tax
increase
of
about
53
percent,
which,
of
course,
the
property
tax
cap
is
a
2
percent
increase
53
percent.
What
is
just
not
feasible,
so
that
is
the
gut
punch
information
that
led
us
to
develop
this
plan
and
I
don't
want
to
sugarcoat
this
plan.
A
I
don't
want
it
to
seem
like
well
it
well,
because
the
pandemic
we've
got
a
lot
of
employees
who
are
sitting
home,
doing
nothing
instead
of
city
taxpayers
paying
for
their
salary,
we'll
just
have
the
unemployment
insurance
pay,
their
salary
and
and
everything
will
be
more
or
less
fine.
Everything
will
be
the
same.
That's
really
not
the
case.
A
A
Mike
I
began
my
first
experience
with
the
government
of
the
city
of
Ithaca
15
years
ago,
as
a
tutor
in
the
Paul
shores
memorial
program,
which
is
part
of
the
Ithaca
Youth
Bureau.
It's
working
with
young
people
was
the
passion
that
brought
me
to
public
service
in
that
in
the
first
place,
so
I
grew
them.
A
I
want
to
also
say
that
in
the
plan
we
enact
and
all
the
employees
that
have
already
been
a
if
I'd
in
notified
about
the
potential
for
furloughs,
that
the
pain
is
widespread,
that
truly
every
department
is
sacrificing
some
part
of
its
functionality
and
particularly
in
those
last
two
resolutions,
management
is
sacrificing.
Quite
a
lot
would
be
giving
up
real
benefits
and
compensation
in
order
to
help
make
up
for
this
shortfall.
A
A
What's
what
we've
decided
not
to
I
am
not
pursuing
layoffs
at
this
point,
because
I
believe
that
I
hope
that
help
will
still
arrive
in
the
form
of
federal
aid
and
I
believe
that
laying
off
our
employees
will
create
too
big
a
burden
for
them.
So
if
you
can
imagine
three
scenarios,
one
that
is
harshest
for
our
employees
but
saves
the
most
money
and
one
that
saves
the
least
amount
of
money,
but
is
easiest
on
our
employees.
A
A
Now
we've
discussed
this
with
all
of
the
collective
bargaining
units,
and
we
hope
that
this
is
the
deal
that
we're
at
the
strike
in
which
all
furloughed
employees
would
have
the
platinum
plan.
I'm
also
recommending
that
management.
Confidential's
myself,
the
Common
Council
I'll,
move
on
to
the
platinum
plan.
Platinum
plan
is
one
of
the
choices
that
expels
Blue,
Cross
Blue
Shield's
offers
it's
a
it's
an
excellent
health
insurance
plan
that
that
I
feel
comfortable
moving
to
to
myself
and
then.
Finally,
there
is
an
adjustment.
A
The
last
resolution
is
an
adjustment
of
some
of
the
compensation
that
management
gets
again.
You
know
it's.
These
are
small
changes
that
will
small,
save
a
small
amount
of
money,
I
think
most
folks
in
the
public.
When
they
hear
about
management
they
might
imagine
bankers
and
and
and
executives
that
pull
down
big
bonuses
and
in
truth,
many
of
our
department,
heads
and
senior
staff
are,
are
they're
not
waiting
in
the
big
box.
A
I
mean
they
serve
out
of
the
passion
for
service
and
not
because
of
the
money,
but
we
are
in
an
unprecedented
crisis
and
I
think
this
is
the
only
responsible
measure
which
is
to
suspend
the
leave
time
buyout
and
pause.
The
competion
planned
step
increases
that
come
with
the
management
compensation
plan.
D
Yes,
just
for
a
matter
of
context,
can
you
explain
why,
in
the
samples
provided
you
looked
at
the
number
four
million
you
looked
at
the
number
of
13
million
and
then
we're
coming
up
with
a
proposal
to
save
up
to?
5.4
million
is
13
million
the
projection
of
what
the
possible
life
losses
might
be
in
this
budget.
D
B
A
A
How
do
we
make
responsible
fiscal
moves
now
that
will
save
us
a
large
enough
amount
of
money
that
if
the
deficit
is
even
larger,
we
can
deal
with
it
then,
but
we
won't
regret
having
acted,
that
is
to
say,
should
we
have
been
more
conservative,
should
we
have
cut
deeper
into
the
budget
and
or
are
we
acting
too
harshly
now,
and
should
we
have
cut
more
lightly?
I'll
tell
you
in
in
short,
I'm
working
off
a
formula
that
was
created
and
supported
by
Senate
Democrats
so
to
plant
this
in
the
timeline
that
cares.
A
Three-Act,
the
federal
government
is
passed
three
and
a
half
relief
acts
so
far.
The
first
one
that
had
eight
billion
dollars
in
it
cares
to
had
eighty
billion
dollars
in
it
carries
three
had
2.2
trillion
dollars
in
it.
Now
who
cares
3.5?
It
became
clear
that
the
paycheck
Protection
Act,
which
was
created
and
cares
three,
was
going
to
run
out
of
money
and
all
of
Congress
came
back
to
DC
in
order
to
pass
an
extension.
That
would
add
I
think
it
ended
up
being
two
hundred
and
fifty
billion
dollars
to
the
Paycheck
protection
program.
A
At
that
point,
the
Democrats
were
insisting
that
eight
two
cities
be
included
in
that
package
and
cares
three
point:
five
Republicans
balked.
They
said
you
don't
even
know
how
much
money
you
want.
So
the
Democrats
did
some
work
and
came
up
with
an
amount
using
a
formula
that
was
based
on
geography
and
population
size.
A
Basically,
the
amount
that
we
would
have
gotten
under
that
formula
that
the
Democrats
were
pushing
was
seven,
so
the
variance
between
our
worst
budget
possible
budget
projection
of
13
million
dollars
and
what
I
cut
what
I'm
proposing
that
we
prepare
to
cut
is
seven
million
dollars
now.
What
does
that
mean?
That
means
it's
just
that's
just
my
best
guess,
right
now
about
where
we'll
land
that
we
will
get
some
amount
of
federal
money.
It
won't
be
enough
to
plug
our
hole
deficit.
A
We'll
have
saved
some
money
in
the
interim,
so
so
we'll
be
made
whole,
it's
possible
that
any
or
all
of
those
assumptions
are
wrong.
The
federal
government
might
do
nothing
for
us,
in
which
case
we
would
be
in
worse
trouble.
Our
sales
tax
revenue
might
actually
come
back
and
we're
just
fine,
in
which
case
we
won't
be
in
any
trouble
at
all
or
anything
in
between
my
Navin.
Oh,
that's,
that's
clear
Steve.
Do
you
want
to
say
a
bit
about
the
the
fluid
nature
of
our
projections?
Right
now
sure.
E
Yeah,
so
these
projections
are
basically
our
best
guess
at
this
point
in
time
there
are
so
many
unknowns,
so
many
uncertainties.
Obviously,
we've
never
been
through
anything
quite
like
this
ever
so,
with
all
those
unknowns.
That's
why
you
see
this
large
range
of
projections
here
on
what
the
impact
could
be.
E
We
believe
that
we're
going
to
land
somewhere
the
reason
we're
going
for
five
point.
Four
millions
and
decrease
in
the
budget
is
because
we
feel
comfortable
with
that
number
at
this
point
in
time,
but
I
will
say
that
these
estimates
are
only
that
and
it
really
depends
on
how
long
the
pause
is
obviously
currently
goes
through.
May
15th
could
go
longer
and
then
what
happens
with
the
recovery?
How
long
will
take
us
to
get
back
to
some
reasonable
position?
E
I
believe
it's
going
to
take
a
while,
it's
not
going
to
be
flipping
a
switch
and
we're
going
to
get
right
back
to
where
we
were
back
in
February.
So
the
range
reflects
that
that
we
just
don't
know
at
this
point,
but
these
are
our
best
estimates
that
the
negative
impact
on
our
budget
will
be
between
four
million
and
thirteen
million.
If,
for
some
reason
you
know
we
try
to
recover
and
the
virus
starts
coming
back
and
we
have
to
pull
back
you're
you're
going
to
get
closer
to
that
larger
number.
A
F
A
So
for
all
of
our
employees,
who
make
less
than
fifty
six
thousand
dollars
a
year,
they'll
actually
net
more
per
week
of
unemployment,
then
they'll
actually
met
more
per
week,
but
that
is
a
time-limited
benefit.
It
might
be
extended.
It
might
not
and
every
moment
that
we
wait,
we
are
in
essence
costing
our
employees
that
amount
it,
though
it's
a
little
more
complicated
than
that.
A
But
that's
why,
in
the
whole
universe
of
ways,
we
need
to
save
the
city
money,
we
thought
we
should
start
with
personnel
and
then
look
at
the
non
personal
stuff,
though,
as
you
know,
we
don't
have
much.
We
are
officers
driving
cars
that
are
not
we,
yes,
our
equipment
has
does
not
always
top-of-the-line
already,
as
is.
A
E
Yeah,
so
we
definitely,
this
negative
impact
will
have
a
future
impact
on
our
ability
to
to
bond
in
the
future.
So
it's
important
that
we
try
to
be
proactive
and
make
these
tough
decisions
at
this
point,
so
that
when
we
do
go
to
what
I
feel
will
be
very
limited
activity
for
us
with
capital
projects
in
the
near
future,
we
will
be
able
to
still
go
to
market
and-
and
it
you
know,
be
able
to
obtain
decent
these
decent
issuance
bonds
during
that
time
period.
So
yeah
this.
E
H
I
know
you
said:
the
debt
service
is
absolutely
fixed
and
it
is
a
big
chunk
of
the
expenses
that
something
I
think
you
said,
seven
million.
Has
there
been
any
discussion
of
the
political
level
of
you
know
municipal
debt,
some
kind
of
relief
to
that
that
you
could
you've
heard
about,
or
is
there
any
discussion
about
that
because
it
wouldn't
obviously
make
a
big
difference
in
terms
of
I
mean
I
know
we
would
pay
off
eventually,
but
has
there
been
any
discussion
about
that.
E
Yeah
so
that
I
do
know
that
there
they
are
talking
about
ability
for
governance,
to
issue
debt
for
kind
of
a
deficit
situation
and
the
ability
to
extend
that
generally.
If
you
do
that,
it
has
to
be
paid
back
in
a
very
short
time
period.
They're
looking
at
something
to
extend
that
time
periods
to
say,
like
ten
fifteen
years,
so
that
yeah
there
are
things
that
are
being
discussed
at
this
time,
but
are
not.
D
D
A
So
the
first
thing
so
the
we
can
assure
them
that
we
cannot
assure
them
that
the
positions
will
reopen,
because
we
don't
know
what
our
financial
future
will
look
like,
but
it's
my
sincere
hope
that
all
those
positions
will
come
back
and
when
that
positions
come
back,
they
are
guaranteed
to
refill
those
positions.
So
if
somebody
is
a
light
equipment
operator
right
now
and
they
get
furloughed
and
we
are
ready
to
bring
back
a
light
equipment
operator,
we
would
not
hire
somebody
else
to
do
that
job.
A
D
A
We
have
we've
spent
a
really
a
lot
of
time
over
the
last
two
months
and
then
a
more
intense
period
of
study
over
the
last
two
weeks.
Exploring
retirement
incentives,
we
think
a
state
offered
retirement
incentive
would
be
helpful.
We
do
not
recommend
and
I
do
not
recommend
a
city
offered
retirement
incentive.
A
few
reasons
for
that
that
there's
been
a
ton
of
study
and
Steve.
A
Maybe
you'll
want
to
talk
about
what
you're
hearing
from
the
National
Association
of
city
controllers,
but
there's
a
lot
of
study
that
shows
that
the
kind
of
savings
you
can
achieve
through
a
retirement
incentive
or
first
often
overestimated
and
second
have
an
immediate
financial
negative
impact,
because
you
have
to
offer
cash
to
employees
to
retire
and
have
an
uncertain
payback
over
the
long
run,
because
there's
still
cost
so
gate
associated
with
buying
out
folks
leave
time
hiring
new
employees.
If
you're
going
to
we
fill
that
position
that.
B
A
Employees
often
I'm
pretty
quickly
up
the
pay
scale
according
to
the
collective
bargaining
units
and
often
you
get
folks
who
were
actually
going
to
retire
in
a
couple
months
anyway,
you
only
hasten
their
retirement
by
government,
so
the
incentive
didn't
actually
pay
for
itself.
So,
for
those
reasons,
we're
not
recommending
the
retirement
incentive,
but
we
are
pushing
very
hard
for
that
for
New
York
State
to
offer
one
they
have
not
made
movement
towards
it.
A
Yet,
but
what's
different
about
a
state
retirement
incentive
than
a
city
retirement
incentive
in
a
city,
retirement
incentive,
the
city
would
be
offering
a
cash
bonus
to
people
who
retired
in
a
state
retirement
incentive.
You
would
actually
be
advancing
people's
years
of
service,
so
say
you
had
to
work
30
years
for
the
government
in
New
York
State.
In
order
to
get
vested
in,
you
were
twenty
eight
and
a
half
years
in
the
state
could
say
you
know
what
will
advance
you
a
year
and
a
half.
You
can
go
ahead
and
retire
and
your
pension.
A
D
D
This
is
a.
This
is
quite
a
big
decision.
That's
come
with
a
lot
of
information
in
a
very
short
period
of
time,
very
little
opportunity
for,
for
those
it
affects,
and
us
on
council
to
fully
digest
the
impact,
understand
the
repercussions,
understand
the
nuances
and
how
it
affects
our
employees.
Is
this
something
that
could
be
delayed
at
least
one
week,
so
that
we
would
have
more
of
an
opportunity
not
only
to
look
into
the
nuances
for,
for
example,
the
the
insurance
plan,
comparisons,
understanding
some
of
the
clauses
on
some
of
our
departments?
A
Yeah,
it's
totally
understandable.
It's
a
decision
of
this
size
should
take
months
to
make
and
council
could
delay
these
votes
a
week
or
more,
if
they'd
like
I,
don't
recommend
it
for
two
reasons.
One
is
that
every
week
we
delay
our
deficit
is
getting
bigger
because
we
still
have
payroll
obligations
while
not
bringing
in
sales
tax
revenue
and
every
week
we
delay.
We
know
that
we
are
foregoing
that
more
generous
unemployment
insurance
from
the
federal
government
now.
A
Still,
even
if
you
had
a
week,
we
could
learn
a
lot
more
I
I
would
support
that.
If
I
thought
there
was
a
lot
more,
we
could
learn
in
a
week.
The
truth
Congress
won't
even
be
back
in
session
a
week
from
now,
they've
just
delayed
their
session
again
for
reasons
that
escaped
me
really
escaped
me,
but
not
just
Congress.
We
know
for
for
a
fact
that
the
state
government
won't
allow
us
to
reopen
our
economy
for
several
more
weeks.
A
D
D
What
I
think
needs
to
what
I
would
like
to
understand,
as
a
part
of
this
conversation
is
what
is
the
impact
of
the
Convention
Center
guarantee
obligation
going
to
have
on
our
2021
budget
and
future
budgets,
assuming,
let's
assume
that
New
York
state
approves
the
occupancy
tax,
which
was
design
as
of
February?
When
we
had
a
different
economic
environment,
we
expected
to
receive
enough
in
occupancy
tax
to
cover
two
years
of
payments
that
would
build
a
financial
foundation
in
terms
of
reserves
for
the
city.
D
It
would
pre
fund
a
construction
bond
that
would
be
due
on
year,
three,
which
would
be
the
first
year
that
the
convention
or
conference
center
is
open
and
that
occupancy
tax
revenue
for
the
next
30
years
was
supposed
to
pay.
Basically,
the
debt
obligation
for
the
construction
of
the
conference
center
and
the
city
has
guaranteed
that
payment
to
the
point
of
1.9
million
dollars
a
year,
but
the
the
plan
was
that
occupancy
tax
would
equal
that
payment,
and
so,
therefore
they
would
be
no
reliance
on
the
city
budget.
D
So
assuming
that
the
occupancy
tax
doesn't
meet
that
obligation,
the
plan
was
as
I
understand
it.
This
city
would
Institute
a
tourism
Improvement
District,
which
is
basically
an
additional
property
tax
on
to
downtown
properties
and
that
property
tax
would
be
used
to
make
up
the
difference
not
met
by
the
occupancy
tax.
However,
as
I
understand
it
from
re
and
Steve,
any
money
raised
in
that
tourism,
Improvement,
District
property
tax
applies
to
our
tax
levy.
D
So,
there's
a
lot
of
repercussions
that
that
go
along
with
that
in
terms
of
the
complexity
of
it,
and
so
it
it
feels
important
to
me
that,
as
we
look
towards
this
year
and
into
the
future,
we
need
to
make
sure
that
we
enough
movement
is
enough.
Flexibility,
enough
options
within
our
budget
to
pay
for
our
staff
first
and
foremost,
and
I
am
deeply
deeply
concerned.
D
D
A
You
I
think
I
I,
think
I
understand
the
question
so
first
of
all,
furloughs
not
layoffs
very
important
to
maintain
that
distinction.
Second,
if
I
understand
the
question,
it
was
what
impact
well,
our
guarantee
on
the
conference
center
have
for
2021.
What
is
the
city's
application
financially
through
2021
and
beyond,
so
the
city's
financial
obligation
for
any
shortfalls
in
the
conference
center
in
2020
is
zero
dollars,
2021
and
zero
dollars
in
2022.
It's
zero
dollars
right!
A
That's
because
in
those
years
as
you
mentioned,
what
was
going
to
be
happening
is
the
conference
center
would
be
being
built
while
a
hotel
sales
tax
revenue
was
put
in
a
bank
and
that
bank
account
would
be
used
to
fund
any
shortfall.
If
a
conference
centre
failed
to
make
money,
so
2023
would
be
the
first
year
the
conference
center
was
open
and
then,
if
the
conference
centre
wasn't
making
money
in
2023,
we
would
draw
on
that
bank
account
to
make
up
for
the
shortfall
now.
A
What
you're
saying
is:
well
we're
not
likely
to
have
two
million
dollars
in
that
bank
account
because
in
2020,
2021
and
2022
we
can
expect
slower
revenue
growths
in
sales,
tax,
hotel
sales,
tax,
I
think
that's
absolutely
right.
I
think
we
can
expect
slower
sales
tax
revenue
and
we
should
expect
there
will
be
less
money
in
that
Reserve
Bank
account
come
2023,
but
I
don't
agree
that
that's
a
reason
to
stop
the
project
for
really
two
reasons.
The
first
is:
we
need
ways
to
bring
more
revenue
into
our
community.
A
We
need
to
create
ways
to
bring
jobs
back
to
our
city.
The
same
jobs
have
been
devastated
in
this
car
as
people
work
in
hospitality.
People
work
in
the
culinary
industry
servers
bartenders.
Those
are
the
folks
who
would
benefit
from
a
conference
center
and
I
think
it
would
be
a
worthwhile
investment.
We
could
also
generate
a
ton
of
sales
tax
which,
right
now
we
need
a
way
to
generate
more
sales
tax
revenue.
We
have
very
few
good
options
to
do
it,
but
I
think
the
most
compelling
reason
to
stay
the
course.
A
Beyond
all
the
very
compelling
reasons
we've
heard
over
the
last
several
months
from
professionals
in
the
industry
and
our
neighbors
who
work
downtown,
is
the
fact
that
we've
heard
every
level
of
government
and
I've
heard
directly
from
the
lieutenant
governor,
the
governor's
staff,
Senator
Gillibrand
Senator
Schumer
staff
and
congressman
Reid
staff,
both
left
and
right,
and
every
level
of
government.
That
stage-four
of
the
cares,
Act
and
Beyond
will
include
huge
amounts
of
stimulus,
federal
stimulus
for
infrastructure
projects,
in
particular
infrastructure
projects
that
are
aimed
at
stimulating
growth
in
the
economy.
So
what
does
that
mean?
A
It
means
that
we
can
expect
trillions
of
dollars
to
pass
and
that
those
trillions
of
dollars
will
be
directed
to
communities
that
have
projects
ready
to
go
in
the
pipeline.
I
believe
that
that
money
can
make
up
the
difference
between,
at
the
very
very
least,
that
two
million
dollars
that
we
were
supposed
to
have
as
a
reserve
for
the
operating
is
the
conference
center
and
I
think
it
could
even
do
more
than
that.
It
might
restructure
the
finances
of
the
project
completely
in
a
way
that
reduces
the
city's
liability.
D
We're
relying
on
on
stimulus
funds
to
help
restructure
the
financial
obligation
the
city
is
taking
on
going
forward
in
terms
of
construction
and
the
ongoing
30-year
obligation
in
that
the
stimulus
funds
would
be
eligible
for
the
construction
bond
of
2.3
2.5
million.
That
would
be
due
in
2023
and
also
build
the
reserve
funds
of
I
think
it
was
over
half
a
million
dollars.
Yeah.
A
D
D
A
A
B
D
A
A
If
we
voted
tonight
to
cancel
the
conference
center,
it
would
save
a
zero
dollars
in
2020.
It
would
save
a
zero
dollars
in
2021
and
it
would
save
a
zero
dollars
in
2022,
and
so
I
would
suggest
that
we
focus
tonight
on
the
steps
that
we
can
take
to
save
money
immediately
and
lessen
the
impact
on
our
employees
now
and
take
up
this
conversation
at
future
meeting.
A
G
A
So
I
did
want
to
say
a
few
I
forgot
to
summarize
some
of
the
public
comment
and
I'll
ask
counsels,
help
in
expressing
the
public
comment
that
we
got
in
writing
several
members
of
the
public,
some
of
them
members
of
the
fire
department,
wrote
with
real
concern
about
what
the
furloughs
would
mean
for
the
ability
to
deliver
fire
service
and
fire
prevention
services.
Several
members
of
the
public
also
wrote
about
youth
services,
understanding
that
right
now,
youth
programming
is
not
possible
but
encouraging
us
to
keep
our
options
open
into
the
summer
and.
A
K
A
Thank
you
and
that's.
That
is
what
I
wanted
to
say
about
how
this
would
be:
unwound
we're
developing
a
process,
a
form
and
then
a
procedure
where
department
heads
can
submit
to
a
committee
that
would
be
made
up
of
six
people
myself:
our
HR
Director
of
Human
Resources,
the
city
attorney,
the
chief
of
staff,
the
city
controller.
A
Account
myself
and
that
and
the
chair
of
the
city
administration
committee,
which
in
this
year
is
Deb
Mullen
off,
so
that
group
of
six
people
would
meet
weekly,
consider
all
of
those
requests
and
then
bring
folks
back
from
furlough,
as
is
deem
appropriate.
We're
also
going
to
develop
a
matrix
that
the
members
that
the
employees
can
see
so
they'll
understand
how
those
choices
are
being
made
and
the
matrix
will
include
the
public.
What
the
public
health
will
allow.
A
What
social
distancing
requires
the
urgency
of
the
work
to
be
completed
and
the
severity
of
our
financial
situation,
so
any
changes
that
are
made
in
the
furloughs
being
suggested
can
be
unwound
at
any
point
over
the
course
of
the
year.
Based
on
how
that
committee
is
based
on
that
committee's
decision
and
that
committee
will
report
regularly.
I
can't
I,
don't
remember
if
we
said
monthly
or
weekly,
but
we
will
report
regularly
to
Common
Council
so
that
they
can
supervise
our
work.
A
B
I
A
I
H
I
That
would
result
in
savings
of
about
5.4
million
if
extended
to
the
end
of
this
year,
and
while
those
cuts
involved,
the
furloughing
of
approximately
87
employees,
cuts
to
seasonal
staff,
adjustments
to
staff
benefits
and
various
other
result
reductions,
and
because
Common
Council
wishes
to
authorize
the
mayor
and
city
controller
to
take
the
steps
necessary
to
implement
these
cuts.
Cuts.
I
Now
for
be,
it
resolved
that
the
Common
Council
authorizes
the
mayor
and
the
city
controller
to
take
the
steps
necessary
to
cut
city
expenses
by
5.4
million,
including
through
the
following
of
up
to
990
city
employees,
and
to
make
appropriate
modifications
to
any
fund
in
the
city
budget.
To
account
for
these
changes
resulting
in
the
defunding
of
numerous
rostered
positions
across
all
departments
of
the
city.
I
Yet
for
the
result
that
the
Common
Council
authorizes
the
mayor
to
enter
into
agreements
structuring
employee
furloughs
in
the
manner
similar
to
the
included
MOU,
providing
city
financial
support
for
health
insurance
during
furlough,
permitting
the
cash
out
of
up
to
two
weeks
of
accrued
leave
time
at
the
start
of
furlough
and
preserving
all
other
accrued
leave
time
intact
and
be
it
FURTHER.
Resolved.
The
Common
Council
directs
the
mayor
to
review
the
roster
or
furloughed
employees
on
a
weekly
basis
and
authorizes
the
mayor
in
consultation
with
the
city
controller,
to
recall.
I
Furlough
employees
to
the
city
payroll
as
needs
arise,
and
the
economic
picture
improves
by
making
appropriate
modifications
to
the
city
budget.
To
account
for
these
changes
resulting
in
the
restoration
of
funding
for
the
associated
rostered
positions
recalled,
provided,
however,
that
such
recall
shall
not,
in
the
aggregate
in
any
one
month,
exceed
an
increase
in
city
expenditures
of
$200,000
per
month
without
additional
authorization
of
current
council,
and
it
says,
be
it
FURTHER
RESOLVED,
but
I
don't
have
the
rest
of
it.
I.
L
A
I
J
Yes,
thank
you.
First
I
would
just
like
to
say
that
we
as
a
city
have
an
incredibly
talented
staff,
and
these
are
very,
very
hard
decisions
to
be
made
and
they're
to
say,
they're
not
being
taken
lightly
as
a
real
understatement.
That
being
said,
we
discussed
last
night,
the
firefighters,
staffing
and
tonight
I
would
like
to
move
that.
We
recall
the
three
firefighters
who
are
currently
in
the
Academy.
The
Fire
Academy
has
been
paused
when
they
rejoin
the
Academy.
A
So
is
there
a
second
second
best
night,
there,
discussion,
I,
I,
think
this
is
a
I
think
this
is
a
fine
and
smart
way
to
go.
I
think
it
will
I
mean
what
it'll
do
functionally
just
so
that
everybody
understands
is
that
right
now
we
have
three
new
recruits
that
were
going
through
the
fire
academy.
Fire
Academy
has
been
paused,
they've
continued
their
training
here,
but
they,
the
the
formal,
Fire
Academy
training,
is
what
they
have
to
pass
in
order
to
be
certified
to
fight
fires
that
department.
A
So
we
would
furlough
those
employees
until
the
Academy
opens
when
the
Academy
opens
we'll
send
them
back
to
the
Academy
they'll
graduate,
the
point
of
which
they
graduate
and
Laura
correct
me.
If
what
I'm
describing
is
anything
different
than
what
you
intended,
the
point
of
which
you
graduate
depending
on
our
financial
position.
They
will
either
be
furloughed
again
or
they
rejoin
the
department
and,
if
they're
furloughed
again,
there
would
only
be
furloughed
until
there
are
vacancies
in
the
department.
A
F
A
Laura,
what
Laura's
request
would
do
is
maintain
staffing
at
the
minimum
staffing
level.
It
would
keep
the
staffing
where
it
is
right
now
for
folks
with
nose
identifiers
and
while
they
are
being
trained
here
until
they
pass
the
Academy
they're,
not
officially
certified
firefighters,
so
the
training
that
they're
getting
now
is
good,
but
not
sufficient.
M
Preferred
word,
or
just
referred
to
the
using
referred
to
a
contractual
obligation.
I
think
were
your
words
about
about
the
staffing
I
just
want
to
be
clear:
there
is
no
such
contractual
obligation
in
the
firefighters
contract.
What
whether
you're,
actually
referring
to
is
a
policy
issued
by
the
shared
by
the
chief's
office,
just
to
be
clear.
B
E
A
B
A
Financial
situation
continues
to
decline.
We
might
have
to
come
back
to
Council
and
say
look
we're
even
broker
than
we
feared
we'd,
be
we
can't
unfollow
these
folks
and
then
you'd
get
to
vote
on
it
again,
but
right
now
it
yes,
my
intention
was
to
bring
folks
back
from
furlough
when
retirements
happened.
This
just
mandates
that
I
do
so.
A
D
D
60
to
62
or
63,
my
question
is:
my
understanding
is
with
minimum
staffing
levels.
The
the
policy
is
to
require
11
on
staff
at
one
time,
and
if
there
is
not
11,
because
people
are
on
vacation
or
out
on
injury,
then
others
will
be
brought
back
and
if
they
have
already
done
their
40
plus
hours,
they
are
required
to
be
paid
overtime.
Is
that
correct
in
order
to
get
us
back
up
to
11.
B
D
So
Mike,
so
if
we
drop,
if
we're
at
62
and
we
lose
three-
those
are
the
retirements
and
then
the
three
in
Academy
take
those
place.
We
come
down
to
59.
How
often
are
we
paying
overtime
now
and
the
reason
I
ask
this
is
because
of
as
I
understand
it.
The
MoU
with
the
fire
department
with
the
union
stipulates
that
there
is
a
waiver
of
the
minimum
staffing
requirement
until
you
get
back
up
to
62.
Is
that
correct
that.
A
E
E
D
A
So
what
what
Laura's
proposed
amendment
will
do?
It
really
is
maintain
the
fire
department
function?
Basically,
the
way
it
does
now,
which
is
we
try
and
keep
beat
shifts
at
11:00
if
somebody's
out,
for
some
reason
we
call
it
overtime
and
you
spend
overtime
on
that.
That's
also
how
the
police
department
works
right
now,.
D
A
Would
no
longer
be
required
to
maintain
11
and
would
always
be
our
desire
to
maintain
so
by
calling
in
overtime
so
right.
So
that's
what
Laura's
that
the
resolute
the
amendment
it's
on
the
table
would
do
and
before
we
vote
on
the
amendment
and
I,
think
it's
a
good
one.
I'd
support
it.
I
I
just
got
to
say.
A
B
A
Have
any
money
so
we're
gonna
have
to
cut
the
service,
and
we
said
well,
if
we
cut
the
service,
won't
life
be
worse
here
in
the
city
of
Ithaca
yeah.
Well,
if
we
cut
these
services,
life
will
be
worse
here
in
the
city
of
Ithaca
and
and
we've
gotten
still,
we've
got
to
do
it
because
we
don't
have
a
lot
of
good
options
and
we
do
need
better
federal
representatives
who
will
come
through
and
deliver
for
us.
So
then
we're
not
forced
to
make
these
choices
well.
D
I
very
much
I
hope
that
we
are
able
to
maintain
this
as
a
priority.
Even
though
I
definitely
see
a
significant
part
of
our
population
has
declined.
We
still
have
multibillion-dollar
research
facilities
here
in
our
community.
We
still
have,
unfortunately,
people
who
get
into
accidents
and
fall
into
gorges
and
speed
through
our
streets
and
find
themselves
in
trouble.
I
fully
recognize
that
we
all
need
to
adjust
our
expectations
accordingly.
D
I
do
have
concerns
that
this
particular
clause,
however,
as
written,
seems
far
reaching
beyond
the
terms
of
the
MOU
and
challenging
established
policies
that
has
been
in
place
for
decades
and
I
am
concerned
about
the
impact
of
that
I
do
recognize
that
with
Laura's
amendment
we
will
maintain,
hopefully
a
staff
of
59,
assuming
that
no
additional
retirements
come
online
and
I
do
hope
that
as
we
go
forward,
we
can
continue
to
have
a
focus
on
the
needs
of
our
department
and
making
allowing
them
to
run
as
efficiently
and
safely
as
possible.
I.
J
Agree
that,
with
with
points
made
by
Cynthia
I,
think
it
is
really
important,
critical
right
now
to
do
what
we
can
to
ensure
that
those
three
recruits
who
will
be
completing
the
Academy
once
it
resumes
they've
already
completed
three
I
believe
the
eleven
weeks
of
training
and
I
think
the
training
they're
able
to
do
here
in
the
department
is
good
and
is
helpful.
I
think
completing
the
Academy
is
also
necessary
and
I
think
to
move
so
that
we
can
maintain
that
staffing
level
for
our
first
responders
is
a
first
priority.
J
M
M
M
A
A
F
Guess
I'll
just
say
again
and
I
probably
didn't
explain
it
real
well
between
the
fact
that
these
three
recruits
have
are
at
the
lowest
level
of
salary
and
the
fact
that
by
furloughing
them
we
have
we're
probably
going
to
spend
more
on
overtime
for
more
expensive
firefighters
and
the
fact
that
their
training
in
the
city
will
be
interrupted
when
they're
furloughed
add
all
those
things
together.
I
I
think
we're
better
off
keeping
them
on
duty.
B
B
A
Believe
yeah
not
I
mean
they're,
not
certified.
Firefighters,
I
think
Georgia,
Ports
well
understood.
Some
reason
why
we
hire
them
in
the
first
place
is
because
we
want
them.
We
want
them
to
be
part
of
our
fire
department
and
having
them
around
will
be
better
for
them.
They'll
be
exposed
more
I
do
think
far
along
them
will
save
us
money.
They
will
be
able
to
access
unemployment,
insurance
and,
frankly,
I
do
think
it
is
important
to
demonstrate
that
all
of
our
departments
are
in
this
together
and
I.
A
Understanding
and
in
absorbing
fully
the
feedback
from
Council
of
the
public
and
the
IPF
of
PHA
and
chief
partners
before
I
heard
from
any
of
them,
I
got
earful
from
chief
Parsons
as
well
saying.
We
really
need
these
firefighters
at
the
moment
that
they
are
trained
and
through
the
Academy
we
need
them
on
the
street,
and
so
I'll
do
everything
in
my
power
to
do
that.
A
A
Don't
know
we
do
hope
that
the
federal
government
will
expedite
these
grants.
Maybe
even
as
part
of
that
cares
relief
did
they
push
more
money
into
it.
But
the
folks
in
charge
of
the
federal
government,
the
political
appointees
in
charge
of
the
federal
government
government,
are
wild
cards
less
than
reliable.
B
A
L
The
other
thing
I
just
want
to
say
before
we
start
going
down
this
path
is
I
know
we
all
want
to
think
that
this
is
like
the
budget
process
where
we
can
add
and
subtract
and
figure
out
where
money
is
going
to
come
from.
This
is
an
unprecedented
financial
crisis
that
the
city
is
is
facing
and
I
think
we
as
much
as
we
want
to
figure
out
how
to
balance
this
out
the
best
that
we
can
I
think
doing
it
in
this
way.
By
thinking
about
this.
L
As
a
package
and
then
seeing
what
the
reality
that
happens
down
the
road
I
think
a
point
that
the
mayor
made
last
night
is
a
good
one
that
we
want
to
do
this
this
way
in
a
worse
way.
Now,
instead
of
maybe
as
other
communities
might
be
looking
at
this,
they
do
a
little
bit
now
and
then
they
realize
it
wasn't
enough,
and
then
we're
gonna
have
to
have
another
meeting
and
three
months
and
realize
we
didn't
cut
enough.
L
This
way,
it
might
actually
be
easier
for
us
to
figure
out
how
to
bring
everybody
back,
but
I
just
wanted
to
emphasize,
especially
for
the
first
responders
that
are
listening.
That
I
am
I,
am
hearing
a
very
strong
desire
to
have
as
minimal
impact
as
possible
in
our
emergency
response,
and
we
will
do
the
best
that
we
can.
H
To
that
matrix,
Deb
I
would
add,
we've
already
discussed
a
little
bit,
but
certainly
the
youth
services
of
Jacko.
We
had
a
lot
of
comments
from
the
public
I
fully
support.
The
idea,
I
mean
I,
think
you've
done
a
great
job
of
balancing
the
priorities
here.
We
know
those
programs
called
star.
Well,
there's
a
lot
of
public
concern
about
that
in
terms
of
the
solar
programs
for
the
youth,
so
I
just
wanted
to
emphasize
that
and
recognize
that
it's
an
important
aspect
of
the
summer
programs
for
the
entire
community.
A
Thank
you,
I
agree
and
I
should
have
noted
right
up
front
that
the
four
essential
workers
people
who
have
to
report
to
work
the
cares
Act
actually
did
and
create
scholarships
for
child
care.
For
those
folks
and
the
childhood
development
council
is
administering
those
grants
and
Tompkins
County
now
so,
if
you
or
somebody
you
know,
has
to
go
to
work
and
has
child
care
needs
and
hasn't
already
figured
out
how
to
do
that.
Giving
these
girls
are
closed.
You
know
counting
on
their
summer
camps
the
childhood
development
council.
A
N
Don't
want
us
to
lose
the
very,
very
deep
cuts
we
made
in
these
youth
service
programs
and
I
want
to
make
sure
that
we
find
a
balance
and
prioritizing
how
we
bring
these
back
and
especially,
look
very
hard
at
the
window
of
opportunity
that
is
going
to
be
coming
up
over
the
summer.
I
mean
clearly.
We
recognize
that,
with
with
physical,
distancing
and
and
mass
gathering
issues
that
there
may
be
real
impacts
on
being
able
to
do
some
of
the
normal
summer
programming
that
happens,
but
anything
we
can
find
any
way.
N
We
can
find
opportunities
to
bring
those
back
in
smaller
ways
or
within
this
window
of
summer
as
soon
as
possible.
I
think
is
going
to
be
really
important
and
I
want
to
and
I
know.
We
had
a
thread
of
this
conversation
last
night
and
there
was
a
lot
of
concern
about
it.
So
I
hope
that
you
know
that
you're
all
hearing
that
pretty
loud
and
clear.
A
Yes
well
said:
I
I
mean
I,
know
it's
redundant
to
say
it,
but
having
to
meet
these
choices,
is
sort
of
you
sit
down
at
the
desk
and
you
say
well,
I'll
tell
you
what
the
last
thing
I'm
going
to
do
is
cut
policing
so
bring
on
the
rest
of
the
choices
and
then
I
say
well.
You've
got
the
fire
department.
Well,
of
course,
my
cook
at
the
fire
department.
What's
the
next
table,
you
have
your
services
like.
Well,
what
do
you?
A
What
are
you
talking
when
I'm
not
gonna
cut
youth
services,
we're
gonna,
cut
administration,
okay,
well
cut
administration
and
they
find
out
there's
like
nine
people.
Holding
this
whole
thing
together
and
making
sure
everybody
gets
paid
on
time,
lawyers
defending
us,
you
know,
there's
we've
got
three,
we
need
13
and,
and
what
it
makes
you
want
to
do
is
clock
a
United
States
Senator
by
their
collar
and
put
them
in
each
of
your
seats
and
say
here:
you
figure
it
out.
A
Every
single
thing
we're
doing
here
is
essential
and
you've
left
us
twisting
in
the
wind
to
make
a
ranked
priority
list
of
of
what's
essential.
It's
like
saying,
would
you
like
oxygen
or
would
you
like
air?
You
know
we're
we're
stuck
so
I
appreciate
that
and
and
I
can
tell
you
that
bringing
folks
back
will
be
will
require
a
lot
of
difficult
conversations
like
this,
who
we
bring
back
in
what
order.
So
I
appreciate
that
councils
already
starting
to
think
hard
about
what
you
require.
P
P
Events
for
the
folks
who
are
gonna
have
to
do
the
hard
work
of
negotiating
each
and
every
staff
member
who
comes
back
and
when
we're
when
we
could
afford
to
bring
them
back,
I
I
do
when
it
comes
to
prioritizing
I
I,
think
we're
I,
don't
think
from
where
we
are
right
now
we
can
really
make
the
determination
of
who
we
should
be
bringing
back
first
and
who
can
afford
to
bring
back
first,
because
the
reality
is
everything's.
Changing
this
month,
I
said
earlier,
our
population
is
down
a
third.
P
A
A
A
D
F
G
M
K
A
Yeah
I
I,
just
I
gotta,
tell
you.
There's
no
I've,
never
put
anything
like
that
before
this
council
before
I
hope
to
never
have
to
again
the
letters
I
have
to
sign
now
and
the
people
we've
informed,
already
been
the
hardest
parts
of
my
professional
career,
but
the
seriousness
with
which
you've
taken
these
decisions,
the
questions
us
and
pushed
and
shows
that
you
I,
don't
know
I,
think
you've
done
the
city
of
service
I.
Think
future
councils
will
be
grateful
for
what
you've
done.
I
believe
in
time.
A
Our
employees
will
see
that
what
we've
done
here
has
been
wise
in
the
long
run
and
I
hope
the
public
sees
as
well
that
they've
got
a
group
of
leaders
in
the
ten
of
you
that
that
are
in
this.
For
the
right
reasons,
you
haven't
shirk
to
your
responsibility
of
shouldering
this
load
you're
really
looking
out
for
for
all
of
the
company,
and
you
know,
and
our
unions
are
fighting
hard
and
our
unions
are
supposed
to
like
they're
supposed
to
represent
their
interests.
A
That's
what
they
are
created
for
and
our
constituents
are
pushing
hard
and
there's
not
a
lot
of
people.
It's
the
ten
of
you
or
who
are
required
to
see
all
the
the
entire
big
picture
to
sit
right
in
the
middle,
get
pulled
back
and
forth
and
trying
to
make
the
right
choice
tonight.
I
think
and
I
pray
that
you
did
so.
A
L
Sorry
to
make
a
comment
as
well:
I
think
do
at
the
beginning,
but
I
think
savant,
a
and
I,
probably
and
maybe
Dan,
with
a
little
break
in
between
have
had
probably
the
longest
history
with
the
city
in
terms
of
getting
to
build
relationships
and
and
and
just
see
the
extremely
high
level
talent
that
we
have.
One
of
the
things
that
wasn't
conveyed
earlier
is
that
I
know,
there's
anger
and
frustration
and
disappointment.
We
know
none
of
you
deserve
this.
We
just
want
to
make
that
very
clear.
L
I
also
want
to
make
it
extremely
clear
to
the
public
that
the
majority
of
people,
when,
when
the
mayor
and
in
the
team
we're
having
these
critical
conversations
yeah,
they
were
asking.
How
are
the
kids
still
going
to
be
served?
Are
the
fire
still
gonna
be
put
out?
How
are
we
still
gonna
manage
to
do
what
we're
doing
their
first
reactions
were.
L
How
can
we
still
figure
out
how
to
keep
it
together
and
I
think
the
staff
that
is
impacted
by
those
that
we
will
have
to
put
on
pause
and
those
that
will
remain
to
pick
up
an
extremely
different
set
of
operations?
I
want
to
make
sure
that
you
have
heard
very
clearly
from
us
that
we
sincerely
thank
you
value
the
years
of
service
that
you
all
have,
and
we
hope
that
this
can
be
a
short
a
time
as
possible
until
we
can
know
that.
A
I
can
I
can't
tell
you
how
good
it
is
because
we've
notified
people
and
folks
are
concerned
about
their
livelihood
and
their
retirement
and
their
health
insurance
and
how
they're
gonna
support
their
families
to
a
person
they're
worried
about
these
things
and
to
a
person.
Their
first
question
is
about
the
work
everybody
he
said
who's
going
to
do
the
inspections.
How
are
we
going
to
make
sure
that
the
houses
are
safe?
H
The
fewer
outright
furloughs
will
be
required.
The
sooner
those
furloughs
employed
can
be
recalled
to
active
work.
The
sooner
the
city
will
be
able
to
reduce
the
budget
deficit
for
2020
and
the
more
likely
the
city
will
be
able
to
stabilize
the
2021
budget
without
yet
deeper
cuts,
and
because
the
health
insurance
is
a
major
expense
that
may
be
reduced
significantly
by
transitioning.
Employees.
H
To
the
Platinum
metal
plan
is
that
metal
or
medical
plan
many
more
metal,
okay,
platinum
metal
plants
are
which
offers
comparable
coverage
at
much
lower
cost
and
because
the
mayor
has
determined
that
this
is
a
measure
to
pursue
immediately
for
management
and
confidential
staff,
as
well
as
for
the
mayor
and
members
of
Common
Council.
Now,
therefore,
be
it
resolved
that
confidential
staff
shall
effective,
June
1st
not
be
granted
health
insurance
benefits
in
accordance
with
the
provisions.
H
Unpaid
furlough
shall,
within
no
more
than
12
months
of
retirement,
that
subject
to
the
procedures
and
timing
of
the
municipal
health
insurance
consortium,
be
provided
the
opportunity
to
choose
among
any
plan,
option
and
terms
for
the
purchase
there.
All
that
would
have
been
available
to
the
employee
on
the
actual
day
of
the
retirement
had
they
retired
directly
from
City
appointment
in
their
most
recently
held
position
rather
than
from
furlough.
Oh
that's.
The
last
resort.
Apologies
for
the
last
mess
up
on
that,
but
I
move.
A
A
D
M
I
want
to
start
by
sin.
Theatres
by
clarifying
the
batteries
last
resolve
is
not
particularly
managerial
and
confidential
employees.
It's
about
anyone
who
is
furloughed
and
about
their
access
to
health
to
which,
which
health
insurance
plan
they
would
have
access
to
if
they
retired
directly
from
a
furloughed
status.
M
D
M
But
you'll
note
that
the
second
to
last
resolved
is
also
about
the
manner
in
which
folks
can
access
different
health
insurance
in
retirement,
and
so
it
seems
conceptually
consistent
to
continue
to
that.
Last
result.
That's
also
about
access
in
retirement
to
different
health
insurance
plans
for
those
who
were
furloughed
and
retired
from
furlough.
That's
all.
F
A
The
resolution
is
written
to
be
permanent,
though
council,
any
council
can
undo
the
actions
of
any
other
country.
So
council
could
change
folks
insurance
plan
back
at
any
point
during
this
crisis
or
after
the
Christmas
and
it's
written
so
that
upon
retirement
folks
are
not
stuck
with
the
platinum
plan.
If
they'd
like
to
go
back
to
the
indemnity
plan
when
they
retire,
they
can't
do
that.
B
M
F
Gave
us
and
in
fact
there's
some
major
differences
between
these
two
plans:
they're,
not
really
that
similar.
When
you
get
to
the
point
of
really
serious
illnesses:
mental
health
thing,
if
you're
hospitalized
you,
you
paid
$250
under
the
platinum
plan,
every
time
you
go
to
the
hospital,
if
you
have
to
go
out-of-network
for
like
a
serious
special
cancer
that
you.
F
A
A
That
plan
is
structured
to
encourage
folks
to
stay
in-network,
so
out-of-pocket
costs
really
do
go
up
when
you
go
out
of
network,
but
that's
why
the
plan
is
less
expensive
and
the
whole
purpose
of
moving
folks
is
plane
is
because
we're
in
a
horrible
financial
crisis,
so
I
think
the
trade-offs
are
worth
the
savings
and
I
still
think
it's
an
extraordinarily
good
good
plan.
I
really
do.
J
K
K
You
know
I've
actually
got
similar
concerns
to
George.
You
know
as
as
I've
dug
into
this
and
kind
of
looked
at
it.
Two
different
plans.
I
mean
there
is
a
an
increase
with
with
the
with
the
platinum
plan
and
I.
Think
it's
falling
particularly
hard
on
people
who
have
been
with
the
city
for
a
long
time
and
are
nearing
retirement.
I
mean
they
will
be
paying
more
for
their
health
insurance.
Under
this
plan,.
B
K
K
I'm
a
little
uncomfortable
with
this
because
I
mean
it's
George
said
some
of
the
you
know
the
out-of-pocket
costs
are
are
higher
and
especially
if
you're
going
out
of
network,
if
you
know
god
forbid,
you
have
a
expensive
cancer
treatment.
You
are
going
to
be
paying
more
under
this
plan
and
I'm
I'm,
not
sure
how
I'm
gonna
vote
on
it.
I'm
a
little
conflicted-
and
you
know
yesterday
I
was
actually
I-
was
supportive
of
this,
but
the
more
that
I've
learned
about
it
today,
I'm
having
doubts
so.
I
Think
we
should
make
clear
what
my
understanding
is
and
I
think
we
should
be
clear
when
I
talk
about
this.
The
city
is
not
paying.
The
city
is
not
saying
you
can't
have
the
other
plan.
The
city
is
saying
we'll
only
pay
up
to
the
amount
that
we
would
be
paying
for
the
platinum
plan,
so
people
are
can
choose
to
pay
the
extra
for
the
other
plan.
Yeah.
A
I
What
we
are
about
that
there
is
still
a
choice.
So
that's
my
first
point.
My
second
point
is
the
platinum
plan.
As
far
as
I
can
tell
compares
very
favorably
to
the
plan
that
most
employees
at
Cornell,
University
use,
which
is
called
the
Cornell
program
for
healthy
living
and
and
in
fact,
I.
At
first
glance,
it
looks
like
the
platinum
plan
is
a
little
bit
more
generous
than
that
plan.
So,
for
example,
for
the
Cornell
plan
for
healthy
living
Hospital
benefits
are
a
250
dollar
copay,
no
I'm,
looking
at
the
wrong
thing.
I
So
for
the
platinum
plan,
a
hospital
admission
is
a
250
dollar
copay
per
admission
in
network
and
80%
out
of
network
for
the
for
the
Cornell
plan,
it's
90%
per
admission
and
then
the
same
for
in-network
and
then
80%
after
the
deductible
out-of-network.
My
point
is
that
in
some
sense,
this
platinum
plan
is
better
than
the
plan
that
a
whole
lot
of
people
who
live
in
the
county
get
through
Cornell,
University,
so
I
think
it's
quite
competitive.
A
Yeah
yeah,
but
the
plan
that
we're
currently
on
is
what
Obamacare
considered
a
Cadillac
plan
and
attempted
to
tax
out
of
existence
because
they
felt
that
it
was
structured
by
insurance
companies,
basically
to
ripoff
employers
and
drive
up
in
insurance
costs.
I
have
a
see
Stephen
and
suffragists
F,
that's
TV
stuff.
A
K
I,
don't
have
it
in
front
of
me
but
I'm
trying
to
remember
there
was
the
maximum
out-of-pocket
caps
and
I
remember
that
they
were
quite
a
bit
higher
in
the
platinum
plan
than
the
indemnity
plan.
I
want
to
say,
like
6000,
for
individual
and
12,000
for
family
I
mean
that's
a
significant
cost.
I
mean
for
somebody
that
is
going
through
an
expensive
cancer
treatment,
for
instance,
I
mean,
and
that's
that's
the
that's
the
thing
I'm
bulking
out
with
this
guy.
A
C
I
think
Donna's
point
is,
is
also
really
important,
for
people
can
spend
an
additional
I
think
it
probably
comes
to
about
five
thousand
dollars
a
year
to
stay
on
on
the
platinum
I
mean
on
the
indemnity
plan
if
they
want
to,
but
but
the
whole
idea
behind
behind
lowering
health
care
costs
is,
is
that
you
have
to.
We
have
to
give
people
an
incentive
to
try
to
hold
down
costs.
You
know,
and
you
have
to
do
caution.
C
C
Think
what
the
mayor
said
a
little
while
ago,
if
you,
if
you,
if
you
take
everything
off
the
table-
and
you
say
we
can't
cut
this
department
or
that
department
or
this
benefit
or
that
benefit,
we
can't
cut
salaries.
You
really
have
nothing
left
to
save,
and
none
of
us
want
to
be
doing
this.
I
mean
three
months
ago.
None
of
us
imagined
we'd,
be
here
today,
but
this
this
is.
This
is
what
the
world
is
today
and
you're
gonna
be
having
a
much
harder
time
balancing
the
budget
for
2021.
I
Yeah,
so
for
the
stuff
that
really
matters
like
well,
child
visits,
gynecological
exams,
cancer,
screenings,
colonoscopies,
it's
a
platinum
plan-
covers
all
those
things
in
full
in
network
and
80%
out
of
network
and
that's
the
stuff
that
really
matters
and
for
dr.
diagnostic
off
offices.
It's
it's
only
$15
copay
for
in-network
under
platinum
and
it's
80%
after
deductible
under
the
current
plan.
So
in
that
sense
it's
even
better
than
the
current
plan.
I
So
when,
when
planning
medical
and
what's
using
a
medical
plan,
it's
always
a
trade-off
between
what
you
pay
for
a
basic,
you
know
planning
your
deductible
versus
your
lower
premiums,
because
you
don't
want
to
plan
for
the
catastrophe.
You
want
to
save
some
money
for
the
catastrophe,
but
on
the
long
haul,
find
savings
and
routine
care
and
preventive
care.
I
M
Nicely
the
point
that
Donna
was
just
making
you
were
just
referring
to
the
long
haul,
Donna
and
and
I
think
it's
important
to
contrast.
The
out-of-pocket
maximums
that
Seth
was
pointing
to
in
terms
of
potential
losses
for
folks
on
the
platinum
plan,
against
the
savings
that
come
from
being
on
the
platinum
plan
as
well,
because
we
haven't
talked
about
what
the
employees
or
potentially
retirees
but
but
in
particular
employees
and
those
furloughed
will
pay
for
their
share
of
the
premium
akram
ones
who
access
their
health
insurance
and
the
answer
under
avert.
M
We
all
study
practice
right
now
is
20%
of
the
premium
equivalent.
Well
20%
of
the
premium
equivalent
on
platinum
is
a
$1,350
savings
per
year
approximately
compared
to
paying
20%
of
the
plan
premium
a
lot
so
right
up
front.
Every
single
year,
each
employee
on
the
platinum
plan
will
save
on
a
family
plan
by
the
way
family.
M
Family
coverage
for
the
platinum
plan
well
save
about
the
$1,350
on
their
premiums
and
the
data
that
the
mayor
referred
to
earlier
shows
that
between
95
and
97
percent
of
the
employees
that
were
analyzed
I
mean
a
large
bargaining
bargaining
unit.
That
had
lots
of
employees
in
it
over
at
the
county
in
fact
experienced
an
overall
financial
gain
when
you're
accounting
for
that
$1,350
on
family
plan
and
there's
a
similar
number
that
I
think
might
be
950
for
individual
in
terms
of
premium
savings.
F
F
Think
people
should
have
this
choice
and
if,
if
it's
true
and
be
more
happy
with
the
platinum
plan,
then
let's
let
them
choose
the
platinum
plan,
but
for
a
lot
of
people,
serious
health
issues
are
not
something
that
just
you
can
avoid,
and
the
cost
of
going
to
the
hospital
with
the
platinum
plan
is
much
greater.
So
I'm
going
to
vote
against
this.
A
D
When
I
look
at
the
MOU,
I
saw
that
this
was
directly
related
to
those
who
were
on
emergency
furlough,
so
I
don't
know
how
much
time
people
have
had
to
digest
this
in
terms
of
all
the
people
who
are
affected
I'm
reluctant
to
make
a
decision
of
this
magnitude
at
this
time.
In
this
way,
I'll
vote
against
it
I
think.
A
D
I
think
what
the
thing
is
you
know,
as
more
information
comes
out,
you
know
there's
a
lot
of
things
that
are
affecting
us
stress.
Maybe
it's
coronavirus.
Maybe
it's
not
there's
all
these
other
things
that
come
along
with
that
they're
also.
You
know
that
the
information
now
about
the
number
of
seizures
and
blood
clots,
and
so
on
that
had
gone
up
now
is
being
associated.
D
P
Certainly,
there
are
parts
of
the
planet
that
feel
like
a
taking,
but
at
the
same
time
it
is
the
plan
that
will
be
replacing
it
with.
Sil
is
incredibly
generous.
The
I've
had
five
or
six
different
insurances
over
the
past
12
years
and
in
far
and
away
the
Coronel
plan
is
the
the
most
interest
plan
at
that,
and
this
is
the
new
one
is
comfortable
with
it.
That
said,
I
understand
the
the
desire
to
hold
off
and
to
wait
on
making
this
decision
I'm
wondering-
and
this
might
be
a
question
for
Steve.
P
What's
what's
at
what
point
would
we
have
to
make
a
decision
over
to
realize
savings?
If
we,
you
know,
take
another
week
to
analyze
these
numbers
or
take
another
week
for
folks
to
sit
with
them
and
make
a
decision,
and
we
vote
on
this
at
the
next
council?
Will
that
have
made
any
difference
in
how
and
in
budget
and
in
what
our
payments
would
be.
E
So
yeah,
obviously
to
make
this
change,
does
take
a
little
bit
of
ramp
up
time,
so
roughly
30
days
for
the
Exelis
Excellus
and
proactive
be
able
to
transition
their
their
files
to
that.
So
that's
a
30
day
change
period.
So
we
need
that
upfront
and
then
you
know
additionally,
we
this
this
change
would
be
roughly
128
thousand
dollars
for
the
remainder
of
the
year
starting
and
you
so
you're.
You
know
you're
talking
a
difference
of
you
know
roughly
$11,000
per
month
that
you
don't
make
this
change
so
it
you
know.
E
Our
situation
that
we're
facing
is
the
most
difficult
thing
that
you
know:
we've
seen
and
I've
been
here
a
long
time,
so
we
have
to
understand
that
this.
This
is
a
serious
situation.
The
financial
situation
that
we
face
is
very
serious
and
I
think
everything
that
we
can
put
on
the
table
to
make
adjustments
to
both
expenses,
services
and
revenue
has
to
be
looked
at
seriously,
because
you
know
if
this
thing
these
estimates
come
to
realization
in
the
worst
way.
It's
it's
gonna
be
much
more
difficult
than
you're
facing
right
at
this
minute.
H
I
mean
I,
certainly
understand.
The
points
have
been
raised
about
the
the
current
plan,
but
I'm
also
persuaded
I
mean
I
I,
don't
have
a
huge
amount
of
experience
of
insurance
plans,
but
I
obviously
know
the
Cornell
worked
very
well
and
I'm
also
convinced
I
think
by
the
idea
of
planning
for
kind
of
the
consistent
normal
things.
H
There
are
some
things
that
you
plan,
for
that
you
know,
are
exceptions,
and
maybe
the
indemnity
plan
covers
those
in
a
better
way,
but
the
fact
that
in
general,
most
people
come
out
ahead
on
this,
particularly
in
the
county
level.
It
seems
to
me
that
we
we
have
a
responsibility.
I
feel
a
responsibility
to
make
it
as
many
decisions
we
can
in
an
effective
way
that
really
addresses.
H
You
know
the
issues
that
we
have
right
now
and,
as
was
mentioned,
if
we
feel
that
this
is
not
the
appropriate
decision,
we
can,
if
this
council
doesn't
feel
it,
they
can
bring
this
back
to
a
later
stage
or
some
future
council
can
do
that.
But
you
know
I
I
realize
that
perhaps
this
is
not
the
Cadillac
plan,
but
Cadillacs
went
out
of
circulation.
Many
years
ago
and
health
care
costs,
you
know
in
general
are
really
going
to
be
a
huge
impact.
H
I
think
on
the
the
city's
finance
is
now
in
the
future,
and
the
more
we
can
move
to
plans.
There
are
effective
in
terms
of
the
delivery
of
service
that
they
give
for
the
premium.
I
think
we
have
to
take
those
steps
when
we
can
so
I
realize
more
time
would
be
helpful,
but
from
what
I
know,
I
don't
know
that
another
week
is
going
to
make
much
difference
in
terms
of
the
information
that
we
have.
A
A
D
B
G
B
N
P
J
B
A
P
Tax
collections,
decreased
parking,
revenues,
decreased
trash
bag
tag,
revenues
likely
reductions
of
state
aid
and
reductions
in
other
revenue
sources,
and
whereas
a
federal
stimulus
package
to
provide
aid
to
state
and
local
governments
is
essential
for
preventing
significant
long-term
cuts
to
city
payroll
and
services.
Yet
the
prospect
of
such
a
simulant
is
uncertain.
P
Now,
therefore,
be
it
resolved
that
the
resolution
at
that
item
8.1
for
of
the
December
for
2019
Common
Council
agenda,
is
hereby
repealed,
thus
eliminating
any
authorized
adjustment
of
the
managerial
compensation
plan
in
2020
and
be
it
further
resolved
that
the
option
to
cash
in
unused
annual
leave
shall
be
suspended
for
managerial
employees
in
2020.
So
move.
A
It
was
that
a
second
say,
goodbye,
Claire
hoarsely
I,
want
to
mention
here.
If
I
could
that
several
members
of
council
have
donated
significant
percentages
of
their
salary,
all
the
way
up
to
100
percent
of
their
salary
back
to
the
city.
I
should
have
mentioned
this
at
the
top
of
the
meeting,
but
I
gotta
tell
you
and
I've
done
it
without
fanfare,
just
check
showing
up
to
the
controllers
office
in
it.
So
it
should
just
should
be
noted.
A
A
D
M
Me
sure
yeah,
so
the
resolution
is
eliminating
the
2020
cash
out
of
that
accrued
time,
but
it's
not
changing
the
standard
management
terms
fringe
benefit
terms
as
passed
by
Council.
Previously
that
says
that
management
can
carry
over
what
I
believe
is
40
days,
Steve
or
Shelly.
Correct
me
if
I
have
that
wrong
as
40
days
of
a
crude
time
that
can
carry
over
from
one
year
to
the
next
for
management,
Shelly's
nodding
her
head.
Yes,
so
it's
40
days
that
can
carry
over
those
40
days
can
still
carry
over.
M
This
resolution
does
not
change
that
carry
over.
It
just
says
that
no
time
can
be
cashed
out
at
the
area,
which
means
that
if
somebody
accrued
more
than
40
days
and
had
wanted
to
cash
it
out
and
couldn't,
then
they
would
not
be
able
to
carry
it
over
and
they
that
would
actually
be
a
loss
for
them,
but
so
long
as
they
have
no
more
than
40
days
left
at
the
end
of.
D
M
Said
is
it
possible
I'm,
not
I,
think
I
can
think
of
two
meanings
to
that
question.
One.
Is
it
if
you're
asking
whether
there
are
a
bunch
of
people
who
would
likely
lose
nothing
I
think
the
answer
is
yes,
there
are
a
bunch
of
people
who
would
likely
lose
nothing.
Just
they
just
wouldn't
be
able
to
cash.
This
out
is
that
what
you
mean.
M
Are
there
are
members
of
management's
who
could
have
accrued
more
than
40
days,
probably
most
likely,
because
they
would
have
chosen
to
carry
time
over
into
this
year
as
well?
I
think
would
be
the
most
uncommon
scenario,
but
also
Frank,
quite
frankly,
because
the
city's
fringe
benefit
package
includes
so
a
lot
of
accrued
time,
a
lot
of
vacation
time.
That's
it's
called
annual
leave
time.
That's
given
to
folks
who
have
been
in
the
city
for
a
long
time
nationally,
I
mean.
G
A
D
M
D
D
D
O
So
the
only
thing
I
was
gonna
say
earlier
is
that
you
know
from
my
point
of
view,
we
are
constantly
from
human
resources
point
of
view.
We
encourage
people
to
take
vacation,
we
really
want.
You
know
people
to
get
out,
and
there
are
folks
management
who
are
on
this
call
who
I
know
don't
always
get
to
take
their
vacations.
O
O
O
But
I
don't
know
it's
it's
a
it's
a
difficult
one,
because
these
are
unique
times
and
I'd
have
to
look
I.
Don't
have
the
benefit
pack
it
in
front
of
me,
but
I
believe
the
mayor
can,
at
least
at
one
point
the
mayor
was
able
to
allow
exceptions
to
go
into
the
previous
year.
Typically
with
those
we
would
say,
okay
you're
over,
but
you
have
to
take
your
some
vacation
within
the
next
month
or
so,
which
is
another
way
to
think
about
it.
D
I'm,
as
you
mentioned,
taking
vacation
now,
first
of
all
has
a
detrimental
impact
on
the
department,
because
the
depart
all
of
our
departments
are
going
to
be
understaffed.
It
also
for
many
people
would
mean,
as
you
said,
staying
home,
which
is
not
necessarily
a
vacation,
so
to
speak,
and
I
just
am
I'm
very
mindful
of
the
sacrifices
that
our
managerial
staff
are
making
and
the
inability
to
rollover
additional
hours
that
that
you
might
have
accrued
because
of
your
work
is
just
seems
like
just
another.
D
Thing
that
is
painful,
and
if
we
can
avoid
it
that
we
should,
because
people
had
no
idea
that
this
was
coming.
They
had
accrued
this
time,
they've
done
their
job,
they've
done
the
best
that
they
can.
We
shouldn't
add
this
additional
penalty
of
continuing
that
established
policy
of
user
to
lose
it.
When
we
are
telling
them,
then
they
can't
use
it.
No.
A
I
I
do
worry
that
I
might
be
I
know
that
I'm
repeating
myself
and
I
worry
that
I
might
be
running
out
of
ways
to
say
the
same
thing,
which
is
what
I'm
proposing
is
bad.
It's
not
what
you
want
to
do
and
the
only
reason
I
would
ever
propose
it
is.
If
we
needed
to
save
a
ton
of
money
very
quickly,
we
need
to
save
a
ton
of
money
very
quickly
feel
a
little
bit
like
the
like.
The
parent,
that's
forced,
that's
forced
to
be
the
one
that
says.
A
D
A
I
And
I
think
the
policy
should
be
to
encourage
managers
to
take
vacation
if
they
can
and
I
to
address
Cynthia's
concern.
Perhaps
at
the
end
of
the
year
we
can
revisit
this
to
see
how
much
of
a
problem
it
is
I,
don't
know
at
the
end
of
this
year.
Maybe
we'll
have
a
sense
of
how
many
are
carrying
more
than
40
days
and
don't
want
to
and
so
on
and
so
forth.
D
H
Yeah
I
mean
I'm,
gonna,
say
I,
agree
with
that.
I
take
your
voice,
Ellie
about
being
in
the
same
place,
but
it
makes
a
difference
if
you
say
I'm,
not
gonna.
Look
at
the
screen
for
the
whole
day
and
I've
experienced
that
myself
I
encouraged
the
staff
that
work
with
me.
I
tell
them.
You
should
take
a
day
off
or
just
even,
if
it's
moving
too
it
can
make
a
huge
difference
and
the
stress
levels
for
everybody,
particularly
I,
would
say.
You
know.
People
in
managerial
positions
is
very
higher.
H
I
really
appreciate
the
work
that
they've
done
and
I
agree.
I
think
we
should
actually
try
and
encourage
them
to
use
this
time
and
revisit,
as
my
colleague
have
said
later
in
the
year,
if
we
might
need
to
make
some
adjustments,
but
I
really
hope
that
they
will
take
some
time,
even
if
it's
in
a
different
room.
D
L
D
B
A
Can
hear
me
I'm,
sorry,
I'm,
sorry,
I
was
saying:
what's
happened
to
each
recession?
Is
we've
asked
management
to
give
up
things
and
we
don't
because
it's
management
they
after
because
they
don't
have
a
bargaining
unit
and
we
don't
often
double
back
to
them
once
we've
rebound.
So
we
should
plant
a
flag
here
and
recognize
that
we
are
asking
management
to
give
up
things
and
when
it's
possible
we
should
double
back.
B
N
J
H
A
A
Be
in
touch
with
everything
that
cut
what
comes
next,
our
work
hasn't
slowed
down.
It's
really
only
the
end
of
the
beginning,
as
they
say.
Thank
you
for
extraordinarily
difficult
choices.
I
do
think
you
made
the
right
choices
for
the
future
of
the
city,
and
I
will
see
you
all
if
not
sooner
next
week,
at
our
regular
council
meeting
is
a
motion
to
adjourn
moved
by
Donna
second
by
Steve.
No
was
that
was
hot,
we'll
go
we'll
look
at
the
recording
all
those
in
favor
and
that
carries
unanimously
thanks.
Everybody
have.