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From YouTube: October 29, 2020 Budget
Description
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B
Good
morning
my
name
is
lynae
palmisano,
I'm
the
chair
of
the
budget
committee
and
I'm
going
to
call
to
order
this
regular
committee
meeting
for
thursday
october
29th.
Before
we
proceed.
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
provisions
of
minnesota,
open
meeting
law,
section
13
d
.021
due
to
the
declared
state
of
local
public
health
emergency.
D
C
C
C
D
C
C
B
B
B
Keller
and
as
she's
getting
ready,
I
will
just
mention
to
my
colleagues
that
in
the
meeting
chat
go
ahead
and
put
your
name
in
queue.
If
you
have
a
question
for
for
the
presenters-
and
I
will
pause
them
at
an
appropriate
point
to
go
to
run
through
those
miss
keller,
are
you.
F
There
good
morning,
yes,
I
am,
can
you
hear
me
good
morning,
good
morning,
chief
palmisano
members
of
the
committee?
Thank
you
for
having
me
here
today
to
present
the
mayor's
recommended
2021
budget
for
regulatory
services.
I'm
joined
virtually
by
leaders
from
across
the
department
who
will
be
available
to
answer
questions
with
me
later
in
the
presentation.
F
If
you'd
like
to
reference
our
entry
in
the
budget
book,
it
begins
on
page
449.
as
a
regulatory
services
director.
I'm
very
conscious
of
the
fact
that
our
work
has
the
power
to
impact
people
in
lasting
ways.
We
are
most
effective
when
we
are
solving
and
preventing
problems.
This
has
been
challenging
in
2020
when,
across
the
entire
city,
we've
all
had
to
re-envision
how
we
work
and
what
resources
we
possess.
F
And
yet
we
have
made
progress
in
important
ways
that
have
set
us
up
for
this
recommended
2021
budget.
As
you
can
see,
the
vast
majority
of
regulatory
services
funding
comes
from
the
general
fund,
with
only
a
portion
of
one
inspections
position
funded
by
cdbg
dollars.
This
is
different
than
in
previous
years,
when
the
department
also
had
a
nuisance
abatement
fund
entitled
the
revolving
fund.
At
one
point,
a
cumulative
33
ftes
were
paid
out
of
that
fund.
F
Several
years
ago,
the
department
noted
that,
with
declining
revenue
into
the
fund,
it
had
become
unbalanced
and
was
projected
to
go
negative
through
a
multi-year
effort
involving
both
new
dollars
and
attrition.
The
mayor's
recommended
2021
budget
sunsets
the
revolving
fund.
This
is
a
significant
step
that
both
achieves
financial
stability
for
the
department
and
maintains
important
nuisance
abatement
work
in
the
program
distribution
side
of
the
slide.
You
may
note
that,
beginning
in
2021
regulatory
services
is
moving
from
five
divisions
into
four.
F
This
internal
reorganization
is
a
result
of
years
of
efforts
on
coordinating
activities
and
working
toward
a
common
vision.
This
structural
change
cements
this
important
work
and
leaves
us
with
three
field:
divisions,
traffic
control,
animal
care
and
control
and
a
new,
unified
inspections,
services
division.
These
field
teams
remain
supported
by
our
operations
and
engagement
division,
and
this
revised
structure
sets
us
up
to
best
deliver
a
mayoral
council
and
department
priorities
and
missed
budget
cuts.
Next
slide.
Please.
F
As
we
looked
at
how
to
per
oh,
as
we
looked
at
how
to
allocate
our
proposed
cuts,
we
focused
on
preserving
the
good
work.
The
department
does
preserving
equity
gains
and
setting
the
department
up
for
future
rebuilding.
We
wanted
the
custody,
strategic
and
as
much
as
possible
in
service
of
a
meaningful
change.
F
The
budget
reduction
targets
are
met
by
three
overarching
strategies
holding
most
of
our
vacancies
as
a
department,
sizable
reductions
to
our
non-personnel
spending
and
limited
layoffs,
and
so
to
bring
you
to
this
slide
here
to
understand
how
we're
operationalizing
the
cuts,
it's
important
to
better
understand
the
upcoming
reorganization.
It
consists
of
three
components
which
are
colored
in
gray.
F
The
second
change
is
a
new
liaison
team
housed
in
the
inspections
division.
This
change
brings
together
our
homeowner
and
renter
liaison
teams,
where
they're
currently
spread
over
three
divisions
and
these
individuals
work.
One-On-One
with
vulnerable
renters
and
homeowners,
whose
housing
stability
is
at
work
at
risk.
F
F
Bringing
this
team
together
recognizes
that
work
like
rental
property
conditions,
tras
revocations
and
hearings
are
not
really
separate
programming,
but
are
instead
a
continuum
of
services
that
operate
best
when
they're
linked
together
planning.
This
reorganization
has
taken
forward
thinking,
humility
and
grit.
I
want
to
especially
thank
the
leadership
team
from
reg
services.
F
Next
slide,
please,
our
new
inspection
division
is
meeting
its
budget
goals
by
first
holding
three
and
a
quarter
inspector
vacancies
eliminating
two
supervisor
ftes.
One
of
these
is
repurposed
as
a
manager
to
provide
leadership
to
our
housing
liaison
team
pending
a
future
hiring
waiver.
So
there's
a
net
supervisor
loss
of
one
fte,
both
the
new
role
and
the
reductions
are
done
in
the
context
of
the
reorganization,
as
our
shift
as
our
work
has
shifted.
So
do
our
needs.
F
The
impacts
of
the
change
in
this
division
are
complex.
We
have
worked
to
continue
advancing
our
equity
goals
and
the
reorganization
and
augmented
leadership
around
renter
first
does
this.
At
the
same
time,
there
are
human
costs
to
layoffs
and
operational
challenges
to
holding
inspector
vacancies.
Already
we
struggle
to
meet
our
licensing
inspection
cycles
and
holding
these
vacancies
reduces
inspections
by
an
estimated
4
500
a
year,
almost
a
thousand
of
which
will
be
licensing
inspections.
F
We
should
also
expect
a
meaningful
reduction
in
proactive
inspection
work,
as
well
as
increased
response
time
for
habitability
complaints.
This
includes
those
originating
from
renters
at
a
time
when
we
plan
to
see
a
surge
of
requests
when
the
eviction
moratorium,
lifts
and
as
a
part
of
the
new
expectations
for
how
we
respond
to
complaints
at
npha-owned
properties.
F
Our
commercial,
proactive
work
is
not
often
discussed,
but
it's
also
vitally
important
to
the
health
and
safety
of
our
community,
remembering
their
experience
with
one
of
our
commercial
inspectors.
A
charter
school
reached
out
to
them
this
year
for
assistance
in
planning
physically
distanced
in-person
classes,
the
inspector's
guidance
and
connections
to
the
state
fire
of
marshall's
office
meant
that
in
their
desire
to
minimize
covet
exposure,
the
school
did
not
accidentally
put
the
students
at
higher
fire
risk.
F
This
division
also
has
a
significant
change
in
the
form
of
non-personnel
dollars.
We
are
reducing
our
fleet
by
34.
This
is
an
important
financial
measure
for
us
to
take
that
will
net
ongoing
savings,
but
it
does
come
with
added
complications
for
inspectors
who
will
need
to
collaborate
differently
in
order
to
share
vehicles.
F
F
F
It
is
also
important
to
note
that,
currently,
the
contract
for
boarding
buildings
is
also
paid
out
of
the
nuisance
abatement
budget.
So
the
same
budget
that's
going
to
be
contracted
in
many
many
situations.
The
department
serves
as
a
pass-through
for
this
service
without
control
of
the
authorizations
in
the
past.
This
has
included
small-scale
emergency
boardings
that
are
ordered
by
the
mpd
one
building
at
a
time
in
2020.
This
expanded
to
also
include
the
boardings
related
to
social
unrest.
F
Personal
impacts
in
operations
and
engagement
include
holding
two
vacancies
in
our
analyst
team
and
two
position.
Eliminations
with
these
reductions,
we
can
expect
to
see
extended
response
times
and
processing
and
collection
of
fees
and
permits,
as
well
as
more
administrative
work
being
moved
to
field
staff.
This,
in
turn
not
only
decreases
the
amount
of
time
spent
in
the
field,
but
also
creates
more
difficulty
in
ensuring
quality
control
in
elms,
since
administrative
tasks
are
distributed
widely.
F
Holding
these
positions
also
impacts
our
bandwidth
to
lead
on
equity
and
inclusion,
both
from
a
data
analysis
perspective
and
because
we
now
have
one
manager
who
leads
the
community
engagement
and
analyst
teams.
The
department
strongly
commits
to
equity
work
and
it
is
a
top
priority.
At
the
same
time,
I
recognize
that
racial
equity
work
requires
sustained
time
and
energy,
and
this
is
one
place
where
the
investment
is
more
limited.
F
Non-Personnel
impacts
include
elimination
of
our
professional
services,
contract
that
tracks
short-term
rentals.
We
rely
on
this
contract
for
proactive
enforcement.
We
are
working
in
collaboration
with
business,
licensing
and
finance
on
a
cost
recovery
model
through
licensing
fees,
though,
due
to
timing,
it
may
not
be
able
to
be
realized
until
the
2022
budget
and
reduction
to
professional
development
and
equity
and
inclusion
funding
is
a
is
another
non-personnel
impact.
F
We
also
support
professional
development
employees
and
then
celebrate
their
enhanced
skill
sets
by
leveraging
them
and
making
us
better
at
delivering
public
service.
This
work
does
not
have
an
established
line
item
in
the
budget,
but
is
funded
via
salary
savings,
a
tool
that
will
not
be
available
in
2021.
F
E
Thank
you,
tripp
homicidal.
I
just
want
to
note
that
the
you
know,
illumination
of
the
short-term
rental
third-party
contract
is
exactly
the
kind
of
budget
savings
that
we
should
be
looking
for.
You
know
throughout
the
enterprise
and
it's
the
reason
just
to
preview
that
we're
bringing
forward
a
more
robust,
short-term
rental
regulation.
E
This
is
a
case
where
we've
been
subsidizing
that
industry,
because
they
refuse
to
give
us
the
data
that
would
actually
allow
us
to
easily
regulate,
and
so
we're
actually
having
to
pay
a
third-party
vendor
to
find
out
what
short-term
rental
activity
is
happening.
It's
outrageous
everybody
should
be
furious
at
airbnb
that
they
haven't
been
more
collaborative
with
cities
as
they
come
into
our
cities
to
work
with
us,
and
the
absence
of
that
data
is
a
big
part
of
the
reason
that
we're
gonna
create
a
much
tighter
regulatory
environment.
E
E
For
that
we
need
to
be
remedying
it,
so
I
really
appreciate
you,
you
know
making
both
the
moves,
that
you
are
to
find
that
savings
in
the
budget,
but
then
also
to
work
with
us
on
regulations
that
will
allow
us
to
continue
effectively
regulating
that
industry
without
taxpayers
subsidizing
it.
B
F
You
thank
you,
council,
member,
moving
to
the
minneapolis
animal
care
and
control,
as
has
been
the
case
across
the
department,
the
mayor's
recommended
budget
seeks
to
preserve
existing
staff
by
holding
vacancies
and
mac.
This
results
in
one
supervisor
and
one
customer
service
representative
role
remaining
unfilled,
though
these
roles
are
in
the
shelter.
The
impact
of
their
loss
is
felt
throughout
the
division,
including
the
field.
The
field,
as
deaf
are
pulled
to
fill
the
rule.
Excuse
me
filled
the
hole.
This
includes
a
field
supervisor
now
overseeing
a
shelter
team
as
well
as
processing
of
permits.
F
We
also
anticipate
needing
to
limit
the
hours
that
were
available
for
the
public
to
enter
the
shelter
to
either
surrender
or
adopt
an
animal
mac,
has
a
dual
mission
of
public
safety
and
animal
welfare
and
has
worked
extremely
hard
to
achieve
a
no
kill,
shelter
status.
We
are
the
largest
municipal
shelter
in
minnesota
to
have
done
so.
F
There
are
also
core
animal
care
care
functions
that
are
mandated
by
law
and
yet
over
reliance
on
animal
control
officers
inside
the
shelter
leaves
the
public
vulnerable
to
bites
and
aggressive
animals.
It
also
limits
the
joint
investigatory
work
that
we
do
with
mpd
and
the
bureau
of
investigations,
as
is
in
the
case,
as
is
the
case
in
other
divisions.
We
see
that
proactive
work
matters
as
an
example
when
covid
first
hit,
we
stopped
doing
proactive
enforcement
of
leashing
laws
for
about
a
month.
F
During
that
time,
dog
bites
rose
by
over
160
percent,
creating
a
lot
more
work
down
the
road
and
trauma
in
our
community.
Once
we
resumed
the
patrol,
the
bite
rates
fell
back
to
normal
levels.
Non-Personnel
impacts
include
a
five
thousand
dollar
reduction
in
veterinarian
supplies
and
a
thirty
three
thousand
dollar
cut
to
professional
services
contracts.
These
contracts
are
for
our
dna
and
evidence
testing
for
criminal
investigations
as
well
as
road
hill
pickup.
F
The
mayor's
recommended
budget
seeks
to
preserve
existing
staff
and
traffic
control
as
well
in
traffic
control.
This
results
in
one
field
supervisor
and
three
full-time
traffic
control
agents
remaining
unfilled.
Often,
traffic
control
breaks
full-time
roles
into
part-time
ones
in
order
to
better
schedule
around
rush
hour
and
events,
while
traffic
volumes
have
been
abnormally
low
in
2020.
Holding
these
vacancies
results
in
a
loss
of
six
agents
and
one
supervisor
in
the
field.
F
The
people
themselves
will
not
be
displaced
because
we
have
additional
part-time
vacancies
that
are
not
being
held
as
part
of
the
recommended
budget,
but
the
combined
effect
of
holding
full-time
vacancies
and
discontinuing
the
one-time
funding
is
12
fewer
people,
11
part-time
positions
and
one
supervisor
there
are
ripple
effects
without
part-time
agents.
The
first
is
the
number
of
overall
service
hours
we
can
offer,
since
we
need
to
schedule
more
of
our
full-time
staff
during
monday,
through
friday,
daytime
hours
in
order
to
prioritize
traffic
safety.
F
F
Traffic
control
have
served
as
an
ancillary
education
body
and
a
visual
presence
during
covet
19,
including
education
for
restaurant
closures
and
social
distancing
in
public
areas.
They
also
worked
alongside
mfd,
mpd
and
public
works
to
help
clean
up
inoperable
vehicles
and
restore
parking
compliance
after
this
summer's
uprising.
F
As
we
work
to
understand
the
equity
impacts
of
our
budget
decisions,
it's
critical
to
recognize
that
there
are
internal
impacts,
as
well
as
those
felt
by
the
community.
Traffic
control
is
a
division
that
is
60
percent
by
poc
being
bypoc
and
in
uniform
brings
with
it
extra
psychological
tool,
especially
in
2020..
F
These
staff
need
to
have
flexibility
enough
flexibility
in
their
scheduling
to
allow
for
two
days
off
in
a
row
and
time
between
tough
calls
to
reset
and
bring
their
best
to
our
residents.
Historically,
we
have
not
always
been
able
to
make
this
happen,
and
I
and
the
traffic
control
management
team
are
very
cognizant
of
burnout
and
turnover.
F
B
Director,
if
I
may
briefly
just
just
pause
for
a
second,
I
I
so
appreciate
that
you
named
who
the
people
are,
that
work
in
traffic
control
and
the
kind
of
toll
that
this
past
year
has
taken
on
them.
I
can't
think
of
too
many
other
types
of
roles
in
our
city
that
have
where
their
work
has
changed.
Quite
so
much
due
to
covid
and
the
summer
and
civil
unrest.
It
is
a
tough
time
and
there
are
not
easy
cuts
anywhere,
but
this
traffic
control
division.
B
You
know,
10
more
seconds,
telling
us
a
little
bit
more
about
how
dramatically
they've
shifted
roles,
because
they
also
this
team
are
very
they're,
very
changeable
right,
like
meaning
like
they
can
go
and
do
so
many
other
things
that
help
us
contain
situations
or
restart
situations
and
to
fill
in
in
places
where
all
of
a
sudden
kovid
has
has
really
changed.
The
way
that
we
operate
in
the
logistics
of
our
city
did
you
want
to
mention?
Could
you
mention
a
little
bit
more
about
that.
F
Yeah,
certainly
thank
you,
chair
palmisano,
so
traffic
control
agents,
their
traditional
duties,
really
are
around
traffic
flow
and
making
sure
people
are
safe
on
the
streets
to
the
traffic
flow
and
parking
enforcement
with
their
training
and
the
fact
that
they
are
in
their
vehicles
and
they're
out.
F
We
have
been
as
a
city
able
to
really
utilize
them
in
creative
ways.
A
couple
one,
those
that
I
mentioned
earlier
were
around
the
education
for
restaurants.
When
we
were
doing
restaurant
bar
closures,
they
have
gone
out
and
done
soft
enforcement
when
there
was
limitations
on
parks
and
number
of
people
in
parks
and
congregating.
F
They
helped
out
internally
for
us
with
leashing
concerns
as
well
and
being
able
to
do
again.
Soft
enforcement
in
those
sorts
of
circumstances
and
education.
They
there's
been
some
some
limitations
to
what
they
can
do
as
well.
As
I
talked
about
those
safety
concerns
in
terms
of
being
in
certain
parts
of
the
city
and
in
certain
days
and
times
of
the
day,
making
sure
that
they
are
paired
up
and
that
there's
enough
redundancy
that
they
can,
that
they
can
be
in
the
field
and
and
feel
comfortable
as
they're.
F
In
the
field,
and
so
it
has,
the
work
really
has
changed,
as
you
alluded
to
and
being
able
to
fill
in
gaps
where
other
departments
have
needed
them.
Thank.
D
Thank
you,
madam
chair
and
director
keller.
D
I
just
want
to
acknowledge
my
gratitude
for
you
naming
these
real
and
significant
challenges
as
well,
just
being
bipark
or
black
and
indigenous
or
brown
people
of
color
and
the
challenges
of
you
know
fulfilling
our
duties
that
we
have
signed
up
for
and
been
assigned
to,
but
at
the
same
time,
struggling
with
the
challenges
of
racial
inequities
in
our
society
and
and
quite
frankly,
in
in
our
city
structures
as
well,
and
I
think
naming
that
is
a
step
towards
changing
the
culture
in
our
city
and
recognizing
that
you
know
these
employees
have
extra
burden
of
of
trying
to
fulfill
their
responsibilities
and
continuing
to
uphold
justice.
D
So
I
just
want
to
thank
you
for
naming
that
and
for
modeling,
that
for
other
departments
to
recognize-
and
you
know
I've
personally
been
having
a
hard
time
stating
that
myself,
and
so
you
stated
it
quite
eloquently-
and
I
just
wanted
to
acknowledge
that.
Thank
you.
G
Thank
you
very
much.
I
just
wanted
to
get
some
clarity
and
I
know
that
I
can
find
it
in
one
of
the
financial
charts,
but
I
haven't
got
there
yet
about
the
staffing
for
traffic
control.
G
I
understand
what
you
told
us
is
that
there
will
be
no
layoffs
because
we're
able
to
just
be
holding
positions
that
are
currently
still
open.
So
it
sounds
like
that's
really
going
to
kind
of
strain
our
capacity
quite
a
bit,
especially
if
we
wanted
traffic
control
to
handle
any
additional
work.
That's
really
going
to
put
a
strain
on
everybody.
G
Could
you
just
tell
me
the
total
number
of
traffic
control
agents
that
we
now
have
and
then
I
think
it'll
be
pretty
clear.
We
we,
we
are
holding
five
well
four
full-time
positions
open,
but
is
how
many
do
we
have
right
now.
F
Sure
so,
through
the
chair,
councilman
gordon,
you
would
think
that
it's
an
easy
answer,
but
because
we
fill
so
many
of
the
full-time
positions
with
part-time
staff,
the
budget
book
and
the
finance
and
the
hr
systems,
sometimes
don't
there's
a
little
bit
of
crosswalk
that
needs
to
be
made
between
them,
so
budgeted
ftes
in
2020
or
48
in
that
division,
and
that
includes
the
agents
on
the
ground
as
well
as
supervisors.
Managers
leads,
and
you
know
the
support
work
that
they
have
around
them.
The
2020
we
are.
F
We
have
some
funded
agents,
five,
part-time
agents
that
are
funded
on
one-time
dollars
in
2020
that
are
not
funded
and
they're,
not
funded
in
2021.
So
I
think
a
way
to
think
about.
This
is
what
is
kind
of
our
percentage
of
our
2020
budget
that
we
can
expect
to
see
on
the
ground
in
2021,
and
it's
about
90
percent
of
where
we
were
the
the
90
in
terms
of
actual
people.
The
hours
becomes
more
complicated
again
because
of
that
loss
of
the
part-timers
really
are
what
provide
us.
F
The
flexibility
to
traditionally
be
able
to
work
seven
days
a
week
and
monday
through
friday
to
be
able
to
start
at.
You
know
seven
in
the
morning
or
seven
thirty
in
the
morning
and
go
until
eleven
o'clock
at
night
on
48
ftes.
G
Well,
so
we
have
48
now
and
we're
not
I'm
I'm
not
sure
how
many
of
those
are
actual
agents,
but
that's.
D
F
Sure
so
in
2021
we
are
holding
three
specialist
vacancies
which
we
would
have
filled
with
six
part-time
people
so
and
one
supervisor
full-time,
and
then
we're
also
losing
an
additional
five
part-timers
who
are
funded
on
one-time
dollars.
F
So
it's
a
total
of
of
12
people,
11
of
whom
would
have
been
in
the
field.
F
To
send
this
to
you
separately,
if
you
like,
I
understand
that
it
is.
As
I
talk
about,
there's
a
crosswalk
that
needs
to
happen.
It
is
a
complicated.
F
Because
of
additional
vacancies
that
we
have,
that
we
have,
we
can
transition
the
actual
people.
F
But
we
cannot
that
the
vacancies
that
we're
not
anticipating
holding
in
2021
that
we
would
be
submitting
hiring
waivers
for
if,
if
it's
needed,
but
we
would
be
able
to
be
able
to
transition
the
people.
But
then
we
have
other
roles
that
are
going
away.
G
Yeah
all
right,
I
mean
I'll
look
into
it,
and
maybe
you
can
send
me
some
information
too,
because
it
sounds
like
we're
losing
12
agents
the
way
you
said
it
at
one
point,
so
our
full-time
equivalents
will
not
be
48
in
2021.
G
Well,
I'd
be
interesting,
interested
in
seeing
how
we
could
help
fill
some
of
those
if
at
all
possible,
but
and
not
make
the
cuts
this
dramatic,
necessarily
in
this
division,
so
any
more
information
you
could
give
me
would
be
helpful.
Thank
you.
B
Thank
you,
I
think
we're
done
director
if
you
want
to
move
on
to
the
next
section,
yeah.
F
Thank
you.
Yes,
so
in
2020
we
focused
on
our
core
work
and
further
integrated
our
renter
first
work.
The
new
investment
outlined
in
in
the
following
slide
helps
to
further
that
work.
You
would
please
advance
the
next
slide,
so
there
is
one
change
item
as
part
of
the
mayor's
recommended
budget
for
regulatory
services,
and
it
is
to
reinstate
a
vehicle
that
was
part
of
the
adopted
2020
budget,
but
then
removed
in
the
revised
budget.
F
F
They
are
less
able
to
rely
on
virtual
means
of
connection
than
other
inspectors,
and
so,
while
these
roles
do
share
in
the
fleet
reduction
along
with
their
colleagues,
this
vehicle
recognizes
the
special
needs
of
these
roles.
It
also
provides
for
greater
flexibility
in
scheduling,
which
is
especially
valuable
with
residents
whose
availability
is
either
very
limited
or
unplanned
next
slide.
Please.
B
Thank
if
I
could
pause
well,
it
looks
like
this
is
the
last
slide
council
member
bender.
H
Thank
you,
madam
chair.
Thank
you
so
much
director
for
this
presentation.
I
know
that
the
rec
services
department
has
faced
this
very
large
structural
budget
issue.
At
the
same
time
that
now
our
city
is
going
through
increased
demands
and
decreased
budgets.
So
just
appreciate
your
leadership
and
creativity
and
thoughtfulness.
H
I've
never
met
with
you
without
having
a
smartsheet
situation
with
everything
very
planned
and
thought
out,
and
I
is
so
appreciated.
I
want
to
reflect
on
the
way
that
the
renter
first
policy
is
reflected
in
this
budget
proposal
and
really
appreciate
that.
H
It's
maybe
boring
sounding
to
a
lot
of
folks,
but
restructuring
our
city's
government
to
better
deliver
services
and
to
meet
goals
like
race
equity,
like
housing,
stability
like
making
sure
the
52
percent
of
people
in
our
city
who
rent
their
homes
are
safe
and
supported,
is
so
important,
and
I
just
see
it.
You
know
throughout
the
thread
of
this
work
and,
of
course
not
just
renters,
but
all
of
the
folks
in
our
city
who
need
support
now,
more
than
ever
so
just
deep
appreciation
for
the
creativity
of
your
team.
H
We've
heard
many
times
the
example
from
animal
care
and
control
around
supporting
folks
who
are
experiencing
domestic
violence
in
their
home.
Just
so
many
examples
from
this
team
that
could
seem
very
you
know,
cut
and
dry.
Regulating
enforcing
rules
is
really
bringing
so
much
creativity
and
thought
to
the
work
and
councilman
ellison
had,
and
I
had
a
chance
to
meet
with
your
team
when
we
were
developing
the
renter
first
policy
and
to
talk
about
our
real
commitment
to
supporting
this
department
through
a
time
of
change
through
reprioritization.
B
You
I
think
that
you
know
that
really
speaks
for
all
of
us
when
we
say
we,
we
appreciate
all
of
the
different
aspects
of
reg
services
and
how
you're
really
moving
things
around
to
meet
our
needs
as
best
possible.
It
is
never
a
good
position
to
be
in
when
we
are
in
a
a
budget
with
a
lot
of
cuts
where
every
department
has
to
feel
that,
but
thank
you
for
all
of
this
thoughtful
work
that
you've
put
in
to
determining
next
year's
budget
proposal.
B
I'm
not
seeing
any
other
comments
or
questions
from
my
colleagues
at
this
time.
So
thank
you,
director,
keller,
and
we
will
move
on
we're
going
to
switch
gears
now
and
invite
director
hutcheson
for
this
part
of
the
present
for
this
next
part
of
the
presentation,
director
hutchinson
leads
public
works
and
I
will
mention
that
shortly
after
we
started
today,
we
were
joined
by
council
member
ellison.
Thank
you
for
being
here.
I
Morning,
chair
palmisano,
can
everybody?
Can
you
hear
me
yep?
Thank
you.
Thank
you.
Thank
you.
Welcome
excellent
good
morning,
chair
from
some
members
of
the
budget
committee.
I
am
very
pleased
to
be
here
this
morning
to
present
the
mayor's
recommended
2021
budget
for
public
works.
I
So
before
I
go
any
further,
I
want
to
recognize
that
I'm
joined
today
by
deputy
director,
brett
jelly
and
brian
dodds
who's,
also
our
city
engineer
and
our
division
directors,
jenny,
haeger,
don
elwood,
john
worches,
mike
kennedy,
glenn
garrett's,
annika
bankston,
who
is
the
assistant
to
glenn,
stephanie,
johnson,
dave,
herberholds
and
al
thonberg.
I
There's
another
way
that
I
want
to
recognize
the
work
of
all
of
our
division
directors
in
the
budget
offices,
and
that
is
that
they've
worked
through
each
of
our
programs
to
find
the
least
impactful
means
of
reducing
our
budget,
and
I
I
I
mean
for
both
our
internal
staff,
doing
the
work
as
well
as
to
what
our
public
may
be
feeling
that
was
very
detailed
work
and
I'll
explain
in
each
program
area
how
we're
going
to
try
to
reduce
the
impacts
of
a
smaller
general
fund
budget,
and
you
can
go
to
the
summary
chart.
I
I
I
call
that
out
because
often
we
look
at
the
public
works
budget
and
we
think
wow
that's
real
big
and
it
is,
but
only
a
portion
of
that
is
general
fund
or
other
funds
that
we're
really
able
to
work
within
when
we're
looking
at
budget
reductions
on
the
right
is
a
breakdown
of
the
numerous
programs
and
activities
that
we
have
within
public
works.
I
The
largest
program
area
is
sanitary,
sewer,
followed
by
water,
treatment
and
distribution,
and
we
have
a
breakdown
of
all
of
our
programs
here
and
I'll,
be
focusing
on
the
general
fund
programs
today,
I'll
also
be
presenting
our
utility
our
rate
proposal
for
2021.
At
the
end
of
this
presentation,
most
of
this
presentation
is
going
to
focus
on
base
cuts.
I
We
do
not
have
any
within
the
recommended
budget.
There
are
no
new
items
to
propose
so
I'll
begin.
The
description
of
the
base
cuts
by
starting
with
our
public
works
administration
team,
which,
as
a
quick
reminder,
also
includes
the
entire
safety
program
for
the
department,
which
is
necessary,
important
legally
necessary,
an
important
function
to
any
field
operation,
a
little
bit
of
a
structural
explanation
here,
which
I'm
I'm
guessing
you've
heard
from
each
of
the
presentations
so
far,
but
just
in
case
not
reductions
are
inclusive
of
personnel
allocations
and
non-personnel.
I
Most
of
what
I'm
going
to
talk
about
are
in
personnel
a
little
bit
of
non-personnel
and
the
allocation
is
simply
the
funds
that
go
towards
the
support
network
for
our
all
of
our
departments,
including
hr
or
rent.
I'm
not
going
to
talk
much
about
allocation,
but
you'll
see
that
it
is
reduced
across
all
of
our
program
areas
within
administration.
I
The
reductions
include
reduced
staff
by
one
administrative
position
related
to
safety
and
training,
and
those
duties
will
be
distributed
to
other
administrative
staff
within
the
department.
We've
got
the
reduced
allocation
for
services
the
department
and
this
proposal
also
includes
a
significant
reduction
in
non-personnel
or
discretionary
spending,
and
some
examples
of
this
include
professional
services.
Training
supplies.
I
Please
our
fleet
operations,
just
as
a
quick
reminder,
is
an
internal
service
fund
whereby
we
charge
for
our
services
to
each
of
the
departments
for
the
fleet
they
need
to
use.
The
2021
budget
proposal
includes
a
6
reduction
in
personnel,
which
includes
mechanic
positions
that
are
currently
unfilled.
I
We
also
are
including,
in
this
proposal
an
8
reduction
in
non-personnel,
which
is
attributed
to
reduced
fuel
parts,
rental
contracts
and,
of
course,
discretionary
spending
as
you'll
see
in
each
category
a
note
about
fuel
here
we
are
both
purchasing.
We
are
going
to
purchase
less
fuel
for
2021
and
we
also
have
fuel
savings
because
of
our
work
to
transition
to
hybrid
and
electric
vehicles,
which
is
contributing
to
our
ability
to
save
on
our
on
our
fuel
purchases.
I
So
we
have
been
able
to
transition
staff
that
are
fully
working
on
capital
into
the
capital
fund,
and
even
some
of
those
half
of
those
positions
were
able
to
transition
to
the
capital
fund
as
well,
which
helps
us
to
reduce
our
expenses
in
the
general
fund
and
actually
is
a
good
move,
because
it
appropriately
aligns
the
work
with
the
capital
fund.
I
Reduced
discretionary
spending
accounts
for
a
small
reduction
here
as
well-
and
I
I
know
it
says-
zero
percent
compared
to
the
overall.
It's
not
a
big
percent,
but
I
do
want
to
note
that
a
reduction
in
this
area
means
that
we
will
not
be
able
to
contract
out
for
some
specialized
services,
as
we
have
in
the
past,
and
this
might
include
things
like
transportation
modeling,
where
we
need
to
do
some
predictive
modeling
for
the
future.
I
In
transportation
operations
and
mobility,
we
were
similarly
able
to
shift
work
between
general
and
capital
funds
in
this
area.
We
looked
at
work
that
was
related
to
very
capital
related
activities,
such
as
parking
meter,
installation
and
poll
replacement.
Those
are
capital
items
as
well
as
work
that
we
perform
for
other
agencies
that
are
a
capital
nature
and
shift
full-time
resources
to
the
capital
fund.
I
I
I
We
will
have
to
plan
on
some
adjustments
to
the
time
that
it
takes
to
respond
to
three
one
one,
complaints
and
other
requests,
such
as
traffic
calming
or
bollard
replacement
or
traffic
evaluations
that
are
requested
by
the
community.
I
want
to
note
here
that
we
have
been
receiving
near
record
number
of
requests
for
evaluations.
I
This
year,
we
we
get
between
seven
and
nine
thousand
three
one
one
requests
per
year.
In
addition
to
what
comes
through
your
offices
or
through
our
offices,
our
response
is
very
often
dependent
on
the
number
of
requests
that
we
are
receiving
and
with
near
record
requests
coupled
together
with
a
reduction
in
our
in
our
staff.
We
are
going
to
see
some
deferral
and
delay
on
some
of
those
activities.
I
Transportation,
maintenance-
I
I
want
to
note
here
and
I
I
appreciated-
having
the
opportunity
to
see
director
keller's
presentation,
she's
a
she's,
a
close
colleague,
and
I
I
really
appreciate
how
she
presented
her
the
work
of
her
group
and
I
had
made
some
notes
for
myself
about
the
transportation
maintenance
group
because
they
are
considered
the
emergency
response
lead
for
the
department
of
public
works
and
they
worked
tirelessly
through
the
summer,
along
with
crews,
from
solid
waste
and
recycling
and
traffic
to
support
a
widespread
cleanup
and,
I
will
say,
kind
of
stabilization
of
our
city
this
summer.
I
This
is
an
incredibly
dedicated
team.
We
know
them
so
much
for
snow
and
they're
fabulous
out
at
that.
But
but
really
they
are
a
broad-based
group
of
professionals
who
can
tackle
so
much
in
the
way
of
response
in
our
community,
and
I
believe
that
was
felt
by
our
community
and
I
have
a
deep
appreciation
for
that.
Work.
I
I
One
of
the
other
ways
that
we'll
see
you'll
see
on
the
screen
here
that
we
have
a
12
reduction
in
non-personnel
and
one
of
the
ways
that
we're
achieving
that
kind
of
reduction
is
by
deferring
the
maintenance
on
some
of
our
equipment
and
also
deferring
the
replacement
of
some
equipment
of
some
equipment
that
we
had
planned
purchases
that
we
had
planned
to
make
in
2021
that
we
won't
be
making
in.
C
I
Okay,
the
last
thing
I'll
cover
today
and
I
feel
like
I'm
getting
through
this
in
record
time,
and
I
anticipate
you
will
have
questions
for
me.
I
I
am
very
pleased
to
report
that
we're
proposing
no
increase
to
rates
in
drinking
water
and
solid
waste
or
recycling
solid
financial
management
has
put
us
in
a
strong
position
and
we're
able
to
be
sensitive
to
the
financial
burdens
that
many
in
our
community
are
feeling.
During
this
downturn,
we've
worked
hard
to
keep
these
rates
flat
for
2021.
I
in
the
storm
water
fund.
We
are
able
to
minimize
this
increase
to
one
percent,
which
is
needed
to
cover
the
cost
of
repairing
an
aging
system
and
to
manage
the
effects
of
localized
flooding
as
a
result
of
climate
change,
and
the
2021
proposal
must
inevitably
include
a
seven
percent
increase
in
the
sanitary
fund,
primarily
to
cover
the
increased
metropolitan
council
environmental
services
charges
for
regional
wastewater
collection.
I
I
This
concludes
my
budget
presentation
for
the
mayor's
proposed
2021
budget.
I
want
to
say
too
that
we'll
be
on
hand
for
questions
related
to
the
capital
budget,
which
follows
next
and,
as
you
know,
is
a
very
large
part
of
public
books
activities.
Thank
you
very
much
for
this
time
to
present,
and
I
will
I'm
available
for
questions.
B
E
Thank
you,
chuck
palmison,
and
thank
you
director
hutchinson.
I
know
that
there's
I
mean
this
is
this:
is
not
a
fun
budget
and
that
we're
talking
about
service
level
reductions
we're
talking
about
some
some
very
difficult
decisions,
and
you
know
I.
I
think
this
is
a
very
sort
of
thoughtful
presentation.
I
think
for
us
as
policymakers
to
make
sure
that
we
understand
what
we're
voting
on
and
make
sure
that
we
can
communicate
to
our
constituents.
E
You
know
what
this
looks
like.
I
wonder
if
we
can
drill
down
a
little
bit
more
on
what
the
service
level
cut
is.
I
think
there
was
a
there
was
sort
of
a
big
list
of
of
cuts
around
like
graffiti
mowing,
a
lot
of
the
kind
of
responsive
work
that
that
we
do,
and
I
guess
I
want
to
help
people
understand.
What's
the
service
level
cut
that
we're
talking
about?
Are
we
talking
about
it
taking
a
couple
extra
days
to
get
to
something
like
that?
E
Are
we
talking
about
those
things
just
not
happening
anymore?
You
know:
what's
what's
the
what's
the
actual
impact
that
people
are
gonna
feel
and
then
I
I
guess
I
would
ask
the
same
thing
about
snow
removal
like
are
we
we're
still
doing
snow
removal?
E
We
we
maybe
aren't
getting
to
alleys
as
quickly
or
or
to
some
other
cleanup
and
and
touch
up
work,
but
if
you
could
just
elaborate
a
little
bit
on
on
what
the
service
level
impact
is
so
that
we
can
both
make
judgments
about
our
comfort
level
that,
as
we
move
forward
in
the
budget
process
and
also
communicate
that
out
to
our
constituents,.
I
The
first
category
is
emergency
responses
and
safety,
and
there
will
be
no
service
level
change
to
emergency
responses
and
safety
issues
in
the
field
just
want
to
say
that
very
clearly,
the
second
type
of
levels
or
level
of
service
change
will
be
delay.
I
And
you
you
noted
this.
We
don't
anticipate
eliminating
any
activity,
but
there
may
be
delay
in
our
ability
to
respond
to
something
it's
not
possible
for
me
to
give
you
an
exact
you
know,
hour
or
day
or
week,
delay,
because
our
response
often
is
tied
to
the
volume
that
we
are
receiving
and,
as
you
know,
sometimes
we
have
a
short
backlog.
Sometimes
we
have
a
long
backlog,
but
things
that
traditionally
would
take
a
certain
amount
of
time.
We
can
anticipate.
I
There
will
be
some
delay
and
some
example
items
of
delay
would
be
a
delay
in
there's
a
a
need
to
to
to
take
a
look
at
an
intersection
that
may
need
some
attention.
I
There's
a
delay
in
a
non-emergency
3-1-1
request.
That's
come
in
the
difference
between
safety
and
not
safety.
Three
to
one
request:
there's
a
stop
sign
missing
we're
gonna,
go
out
and
fix
that
right
away.
That's
a
safety
issue.
Three
one
one
one
request,
there's
a
a
crooked
sign
on
my
street:
can
you
come
and
make
it
straight?
I
I
mean
these
are
like
very
typical
common
things
we
get
in
public
work
that
we
don't
frequently
talk
about,
but
it
is
a
good
way
for
me
to
explain
to
you
what
delay
means
when
we
say
delay
the
last
category
is
in
in
deferral
or
things
that
we
won't
be
able
to
do.
I
We
have
noted
things
that
we
plan
to
do
in
2021
such
as
purchases
that
will
do
hopefully
in
2022.
That's
an
example
of
a
deferral.
I
would
also
put
something
like
alley:
plowing
in
somewhere
between
delay
and
deferral,
we
are
going
to
plow
alleys.
I
I
That
is
a
a
critical
function
for
this
city
and
I
anticipate
that
we
will
be
able
to
complete
snow
emergencies
within
the
level
of
service
that
we
have
previously
completed
in
the
time
frame.
So
we,
I
don't
anticipate
we'll,
have
a
time
frame,
difference
in
the
snow
emergency,
but
I'll
give
a
few
examples.
After
snow
emergencies
or
just
generally
in
snow
plowing,
we
very
frequently
get
special
requests
to
come
back
and
look
at
areas.
I
We
get
special
requests
for
there's
a
very
large
windrow
that
residents
are
having
trouble
navigating
that's
where
we're
going
to
likely
see
a
reduced
or
delayed
ability
to
get
to
those
issues.
We
are
going
to
take
care
of
our
city,
but
residents
may
need
to
be
more
patient
as
we
get
to
the
items
that
they
bring
forward
to
us.
E
It
it
it
does
help.
Thank
you,
obviously,
that's
going
to
be
the
the
the
content
of
the
conversation
as
we
move
forward,
we'll
be
digging
into
some
of
those
details,
but
but
I
appreciate
that
overview.
Yeah.
I
It's
an
overview.
I
do
have
such
detail
as
reducing
our
seal
coating
and
crack
ceiling.
We'll
do
minimal
seal
coating
on
residential
roots.
It
used
to
be
one
to
two
areas
per
year,
we'll
only
be
doing
msa
routes
and
trunk
highways,
and
that
relates
to
the
crack
ceiling
and
we've
got.
I
mean
kind
of
a
long
list
of
ways
that
we're
going
to
be
delaying
or
differ
continuing
on
delaying
or
deferring,
and
we
can
provide
you
with
that.
Additional
detail.
E
Thank
you
trip
homes
on
if
nobody
else
is
kidding
and
I
have
one
more
question:
let's
go
ahead.
Thank
you.
The
I
know
that
some
of
the
gains
we've
made
in
fuel
consumption
are
as
a
result
of
purchases
we've
made
in
fleet
to
get
more
modern
vehicles.
I
know
that
we're
delaying
purchases
in
fleet.
To
what
extent
are
we
making
sacrifices
in
our
climate
goals
in
order
to
make
the
budget
work?
And
you
know
what
do
you
what's?
E
What's
the
impact
in
terms
of
our
investments
in
cleaner,
newer
technology
being
delayed.
I
Chair
promisano,
councilmember
fletcher,
that's
an
excellent
question
and
I'll
start
by
saying
that
I
I
happen
to
need
to
do
some
wet
signatures
together
with
our
fleet
director
this
morning,
and
so
we
were
talking
about
this
budget
presentation
and
he
said:
hey.
I've
got
a
really
great.
You
know
number.
I
If
you
want
to
share
it
and
I
didn't
know
I
would
have
the
opportunity
to,
but
I
will
we
we
one
example
of
how
we've
made
gains
in
in
our
you
know:
cleaner
vehicles
and
how
that
comes
out
in
our
budget
is,
as
I
mentioned,
reducing
the
amount
of
fuel
that
we
need
to
buy.
I
We
purchased
36
police
squads
over
the
last
couple
of
years
as
hybrid
and
we're
seeing
tremendous
savings
in
the
amount
of
fuel
that
they
are
using
and
we
plan
to
purge
30
more
in
2021
as
part
of
this
budget.
I
We,
I
don't
anticipate
a
prolonged
effect
on
our
ability
to
achieve
our
goals
for
a
greener
fleet.
We
have
had
to
pull
back
for
for
2021,
but
we
remain
committed
over
in
2021
and
over
the
horizon.
The
time
horizon,
10
years,
that
our.
I
B
Thank
you
and
thank
you
for
asking
the
the
very
thing
that
will
be
on
most
residents
minds.
I
think,
which
would
would
be
a
snow,
a
slower
plow
cycle.
B
H
H
H
I
We
we
spend
a
lot
of
time
in
public
works,
talking
about
the
safety
of
our
streets,
how
residents
and
businesses
perceive
it
and
how
we
have
made
changes
to
the
way
and
improvements
to
the
way
that
we
consider
it
as
well,
and
one
of
the
tools
that
we
have
is
our
vision,
zero
action
plan
that
vision,
zero
action
plan
identifies
the
most
dangerous
streets
in
our
city,
and
if
we
we
will
focus
first
on
the
most
dangerous
areas
of
our
city
and
there
will
be
no
change
to
the
way
that
we
address
the
streets
that
are
identified
in
the
vision,
zero
action
plan
and
that's
something
that
you'll
see
in
the
capital
as
well.
I
A
lot
of
our
street
work
is
wrapped
up
in
capital.
We,
as
I
mentioned,
there's
seven
to
nine
thousand
requests
for
service,
and
you
know
certain
portion
of
those
are
related
to
street
safety,
and
that
is
an
area
where
you
know.
I
anticipate
we'll
be
able
to
do
a
little
bit
less
for
2021
on
the
evaluation
and
installation.
I
And
I'm
happy
to
follow
up
with
additional
information
and
detail,
as
director
keller
noted,
sometimes
it's
not
as
easy
to
provide
you
with
a
straightforward
answer
on
the
fly,
because
again
this
our
response
is
very
often
related
to
the
volume
that
comes
in
and
that
fluctuates
from
day
to
month
to
year.
H
Thank
you,
and
I
don't
know
if
you
heard
my
glowing
invocation
of
public
works
approach
to
change
that
we
used
as
a
model
for
reg
services,
but
thank
you
for
all
the
work
that
you
and
your
team
are
doing.
You've
adapted
so
quickly
to
changing
circumstances
this
summer-
and
I
see
this
also
as
a
real
model
within
our
city
enterprise,
as
a
way
that
a
department
has
shifted
their
work.
H
You
have
a
very
large
department
to
really
align
with
our
goals
around
race,
equity
and
climate
change,
and
it
really
matters
it's
just
seen
every
day
in
this
the
work
that
your
staff
are
doing.
So
thank
you
to
everyone
at
public
works,
who's
out
on
the
streets,
who's
in
their
home,
keeping
this
work
going.
B
As
I
briefly
pause
to
see,
if
other
of
my
colleagues
might
get
in
cue
director,
could
we
talk
about
water?
For
just
a
moment?
You
had
your
utility
slide
up,
and
I
am
extremely
impressed
that
I
think,
if
I
remember
that
slide
correctly,
it
looks
like
we're
keeping
our
drinking
water
utility
fees
flat.
I
know
and
appreciate
the
vast
shift
in
how
we
use
water
as
a
city
since
the
global
health
pandemic
and
the
different
ways
that
seamlessly
our
water
team
has
has
been
able
to
keep
up
with
that
shift.
B
My
understanding
in
one
of
our
shortfalls
that
we
were
dealing
with
when
we
had
to
make
a
budget
adjustment
back
in
july
was
that
this
this
fund,
or
rather
the
revenues
that
we
get
from
drinking
water
in
our
city,
are
so
much
down
because
of
the
difference
in
the
influx
of
people
into
downtown
for
working
during
the
week
into
restaurants,
not
being
open,
and
in
so
many
other
things.
Could
you
help
us
understand
a
little
bit
about
how
you
were
able
to
achieve
this
flat
rate
change,
because
I
think
it?
I
Chair
palmisano,
I
we
love
getting
questions
about
water,
it's
one
of
our
most
critical
functions
as
a
city.
I
I
We
were,
we
were
concerned
it
would,
it
would
lag
and
it
it
really
did
not
in
the
way
that
we
feared
it
would.
Our
reports
are
delayed
a
bit
as
we
get
the
information
back
and
so
we're.
You
know
we're
waiting
on
the
next
quarter's
report,
but
it
appears
that
we
are
only
a
very
small
amount
below
where
we
had
projected.
I
We
would
be-
and
you
know
hot
summer
months
play
a
big
role
in
that,
so
what
we
saw
in
june
looked
very
different
by
the
time
we
got
to
september
in
october,
so
that
is
one
way
we're
able,
but
the
you
know
we
we've
started
working
on
these
rates
some
time
ago,
even
as
we
were
seeing,
you
know
concerned
this
summer
and
we
we
set
a
goal
to
keep
all
of
our
utility
rates
flat.
It's
one
way.
I
I
We
have
major
capital
work
that
is
on
schedule
and
on
budget
and
where
it
makes
us
very,
financially
solid
and
stable
such
that
we
can
take
a
year
and
and
keep
our
rates
flat.
I
cannot
promise
that
for
five
years,
but
I
do
think
that
2021
is
going
to
be
a
difficult
year
and
it's
something
that
we
were
able
to
do
within
the
fund
for
this
year.
B
I
B
And,
and
also
thank
you
for
helping
us
understand
this
notion
that
this
was
an
assumption
that
we
made
a
while
back
that
hasn't
quite
panned
out
for
other
things,
but
it's
also
too
early
to
to
know
for
sure.
Indeed,
this
slide
of
the
different
utility
fees
is
something
felt
by
every
resident
in
our
city,
so
you're,
absolutely
right
that
keeping
these
kinds
of
things
flat
is
a
way
that
we
can
go
a
long
way
to
help
maintain,
or
rather
at
least
not
increase,
any
cost
for
for
people
that
live
in
our
city.
B
Who
would
pay
these
fees
every
month
in
some
way
shape
or
form?
So,
thank
you
director,
I'm
not
seeing
any
other
questions
or
comments
from
my
colleagues
so
at
this
time
I'll.
Thank
you
for
this
presentation.
I'm
sure
we'll
have
more
questions
as
we
move
forward
in
our
budget
process,
but
thank
you
for
this.
For
this
presentation.
B
J
Great
thank
you,
chair
palmisano,.
B
J
Good
morning,
chair
and
members
of
the
committee
for
the
record,
I'm
micah
intermil
city
budget
director
and
I'm
pleased
to
share
the
mayor's
recommended
2021
budget
for
the
capital
in
debt
programs,
as
well
as
the
2021
through
2026.
capital
improvement
plan.
As
the
chair
mentioned,
I'm
joined
today
by
robert
harrison.
Our
principal
budget
analyst
who's
been
instrumental
in
this
year's
capital
budget
development,
as
well
as
mike
abelin,
the
city's
director
of
investments
and
debt
management,
who
will
share
the
details
of
the
city's
debt
budget
for
the
coming
year.
Next
slide,
please.
J
J
Given
competing
priorities
of
adjusting
the
2020
budget,
we
had
to
hit
pause
on
the
click
process
until
mid-summer
members
were
flexible
not
only
to
the
change
in
timing,
but
also
to
meeting
online
in
a
highly
structured
setting
which
might
counter
to
their
more
deliberative
and
free-flowing
operational
norms.
I
thank
all
of
the
clique
members
for
their
engagement,
patience
and
perseverance
this
year
and
in
particular,
want
to
commend
chair,
jeff
strand
and
vice
chair
willie
bridges
for
their
invaluable
leadership.
J
The
last
point
on
this
slide
is
an
important
one.
As
you'll
remember,
the
2020
adopted
budget
included
an
asset
management
strategy
change
item.
The
intent
of
this
program
is
to
systematize
and
incorporate
data
from
all
major
city
asset
categories,
into
one
format,
to
aid
in
budget
prioritization,
financial
reporting
and
risk
management.
J
As
with
a
great
number
of
initiatives
in
the
city,
this
effort
was
put
on
hold
while
work
shifted
to
responding
to
the
pandemic
and
ensuing
economic
and
budgetary
responses,
so
we've
not
been
able
to
make
significant
process
progress.
Excuse
me,
however:
we've
held
the
concepts
with
us
and
intend
to
continue
work
next
year
as
time
allows
next
slide.
Please.
J
That
brings
me
to
the
second
area.
I
want
to
talk
about
today
and
foreshadow
a
major
policy
question
that
lies
ahead
to
be
very
clear.
Action
is
not
necessary
in
this
budget
cycle,
but
it
may
be
as
soon
as
next
year,
as
was
discussed
under
the
asset
management
strategy,
change,
item
description,
city
policy
makers
and
click.
Members
currently
have
access
to
uneven
information
with
regard
to
asset
condition,
as
well
as
an
overall
need
for
new
or
updated
facilities
and
infrastructure.
J
J
J
Regulatory
services
had
a
request
in
for
2022
to
build
a
new
facility
for
its
inspectors,
who
are
currently
housed
in
a
lease
space
on
on
west
river
road.
Through
the
spring,
it
became
apparent
that
these
staff
could
primarily
be
officed
out
of
their
homes,
with
additional
hoteling
space
available
at
the
new
downtown
office
building
with
the
new
downtown
office,
building
nearly
complete
that
saved
five
million
dollars
out
of
the
capital
budget
and
several
hundred
hundreds
of
thousands
of
dollars
from
our
operating
budget.
J
J
This
is
an
intentional
move
championed
by
our
new
property
services,
director
barbara
o'brien,
to
build
a
library
projects
on
the
shelf
that
can
be
tapped
as
soon
as
funding
becomes
available.
J
Finally,
and
importantly,
off-ramps
to
the
current
plan
are
inherently
embedded
within
it.
The
level
of
unmet
need
could
be
reduced
by
delaying
or
deferring
many
projects
and
the
magnitude
of
projects
that
do
not
commence
until
2023
and
beyond
is
roughly
equal
to
the
size
of
the
unmet
need.
So
policy
makers
could
choose
to
stay
the
course
and
it
would
be
workable
from
a
finance
perspective.
That
would
certainly
have
impacts
on
programming
and
general
conditions
of
our
infrastructure
again.
K
K
As
with
last
year
with
this
presentation,
what
we're
going
to
do
is
take
a
look
at
the
at
the
resources
required
under
the
six
year
plan.
We'll
also
take
a
quick
look
at
some
of
the
projects
included
in
the
plan
from
the
various
divisions
departments
and
boards
boards
of
the
city.
So
with
that,
we
could
move
to
the
next
slide.
Please
I
think
so.
This
slide
shows
on
the
left
here.
This
shows
the
different
programming
levels
across
the
across
the
years
of
the
plan
on
the
right.
K
It
shows
the
the
total
amount
of
programmed
by
the
major
department
or
area
that
will
be
delivering
the
projects.
You
know
in
total,
we're
seeing
across
the
six
years
of
the
plan,
just
shy
of
1.3
billion
dollars
of
funding
required
for
the
plan,
because
this
year's
six-year
capital
program
spans
years
21
through
26
and
last
year's
five-year
program,
spanned
years
2020-24.
K
But
if
I
could
begin,
I
think
one
of
the
ways
we
like
to
characterize
some
of
the
changes
that
we're
seeing
is
an
overall
expansion
in
the
capital
program
from
the
plan
that
we
saw
last
year
to
the
plan
that
we
saw
this
year.
I
think
I
can
highlight
some
of
the
key
differences
in
this
slide
by
looking
at
years,
2020
through
2024
in
particular.
K
Last
year
we
saw
funding
levels
that
you
know
generally
fell
below
the
200
million
dollar
mark
that
we're
seeing
here
on
the
slide,
and
in
this
slide
we're
seeing
in
2023,
25
and
26
funding
levels
are
they
are
crossing
that
line
and
that
really
reflects
some
of
the
unmet
need
that
director
intermil
was
referring
to
at
the
at
the
beginning
of
this
presentation.
K
I
should
mention
that
there's
nothing,
there's
nothing
magic
about
the
200
million
dollar
mark.
It's
just
the
the
gauge
that
I
can
use
with
this
slide
to
kind
of
show
where,
where
we're
seeing
some
of
the
differences,
another
key
difference
that
we're
seeing
this
year
compared
to
last
year's
program
is
really
related
to
the
just
the
increased
capital.
K
The
increased
demand
for
investment
across
our
different
asset
categories,
a
lot
of
that
is
coming
through
this
capital
program
this
year.
Arguably,
we've
always
had
that
level
of
unmet
demand,
or
we've
at
least
always
had
a
certain
amount
of
unmet
demand,
but
this
year
we're
really
we're
really
pulling
the
veil
back
on
that
figure
and
showing
some
more
of
that
that
demand
for
capital.
With
this,
with
this
presentation,
the
pie
chart
at
the
right
again,
this
probably
echoes
something
that
director
hutcheson,
you
know
just
referred
to.
K
The
the
largest
share
is
certainly
the
public
works
share,
but
this,
of
course,
comprises
transportation,
improvements,
water
treatment
and
distribution
projects,
sanitary
and
stormwater
sewer
projects
as
well.
Overall,
that
comprises
about
84
or
85
percent
of
the
total
capital
program.
K
We
have
public
grounds
and
facilities
projects,
those
are
police,
precincts
fire
stations,
various
other
improvements
of
city-owned
facilities.
Maybe
eight
or
nine
percent
of
the
overall
program
park
board,
as
well
as
maybe
five
or
six
percent
of
the
program.
K
With
that
I
can
step
over
to
the
next
slide,
which
focuses
on
the
2021
budget
year.
This
is
the
the
appropriation
year.
That's
associated
with
the
capital
program,
I.e
the
only
year
that
we're
actually
appropriating
funding
for
the
remaining
five
years
of
the
capital
program
are
well.
They
are
they're,
absolutely
programmed,
but
we're
not
necessarily
coming
forward
with
appropriation
for
those
it's
a
it's
a
busy
slide.
It's
informative!
You
know
on
the
left.
We've
got
the
different
major
categories
of
capital
investments.
K
The
different
colors
reflect
different
revenue
sources
that
you
know
tend
to
be
associated
with
those
investments
and
on
the
right.
We
show
those
revenue
sources
in
proportion
to
each
other,
in
that
in
that
pie,
chart
I've
taken
to
thinking
of
this
overall
slide
as.
K
It
may
be
a
good
breakdown
for
the
city's
tax
and
rate
payers,
because
it
shows
that
if,
for
instance,
you're
paying
paying
property
taxes,
you're
likely
contributing
at
least
a
certain
portion
toward
these
blue
projects
that
we're
seeing
here,
transportation
improvements,
park,
board
improvements,
public
grounds
and
facilities,
improvements
and,
to
a
certain
extent,
enterprises,
municipal
building,
commission,
art
and
public
places,
projects
as
well.
K
Likewise,
if
you're
paying,
if
you're
paying
a
water
bill
or
other
utility
fees,
you're
going
to
be
contributing
toward
these
green
projects,
which
are
associ
associated
with
public
works
as
various
various
enterprises.
K
We
we're,
including
a
gray
category
with
this
presentation.
There's
these
are
really
you
know,
one-time
funding
sources
grant
funding
municipal
state
aid
is
rolled
into
this
category
and,
of
course,
those
are
amounts
that
are
that
are
collected
for
motor
vehicle
sales,
taxes,
motor
fuel
taxes,
as
well
collected
to
the
state
and
distributed
back
to
the
city
via
the
formula
funding
for
reinvestment
across
our
transportation
system.
K
This
is
what
we
could
describe
as
a
typical
funding
mix
for
the
city's
capital
program,
we're
likely
to
see
these
sources
of
funding
again.
These
support,
these
sources
of
funding
were
present
by
and
large
last
year
and
they're
more
or
less
integrated
into
the
capital
program
many
years
going
forward.
The
amounts
may
certainly
fluctuate
and
fluctuate
significantly
over
time,
but
these
are
the
this
is
the
stable
mix
of
funding
that
we
see
across
our
capital
program,
I'll
step
to
the
next
slide.
Now.
K
The
next
slide
is
going
to
be
on
the
the
20-year
streets
plan.
If
we
could
step
over
to
that
to
the
to
the
next
slide,
the
20-year
streets
program.
Again,
it
allocates
a
certain
amount
of
resources
toward
the
city's
capital
improvement
program.
I'm
not
seeing
the
slide
deck
switch
over
at
this
point,
but
I
I
can
certainly
provide
a
recap
up
there.
We
go.
Thank
you.
K
So
these
are
the
amounts
that
have
been
added
to
the
city's
capital
improvement
program
for
neighborhood
parks
and
streets
projects
under
the
20-year
parks
and
streets
plan
that
was
approved
in
2016.
You
can
see
that
across
the
six
years
of
this
capital
improvement
program
we're
adding
about
193
million
dollars.
These
amounts
are
reflected
in
the
in
the
slides
that
we
saw
before
in
the
total
funding
amounts,
and
you
know
in
case
the
question
comes
up.
These
these
amounts
are
fully
fully
integrated
and
being
fully
utilized
as
part
of
our
capital
planning
process.
K
Here
at
the
city
comprises
net
debt
bond
funding,
storm
water
transfers
for
stormwater
elements
across
capital
projects,
certain
amount
of
general
funding
or
transfers
from
the
general
fund
as
well.
We
can
see
in
2021
that
general
fund
cash
amount
increases.
K
That
is
that's
a
that
is
as
planned
when
the
original
20-year
parks
and
streets
plan
was
produced
in
order
to
ensure
stable
funding
for
increased
levels
of
capital
investment.
There
was
a
planned
increase
in
the
general
fund
portion
of
the
plan
related
to
or
time
to
coincide
with,
the
expiration
of
a
consolidated
tax,
dis,
consolidated
tax,
increment
financing
district
and
so
we're
seeing
that
come
online
as
the
district
goes
away.
So
we're
not
seeing
any
additional
net
upward
pressure
on
the
levy
as
a
result
of
that.
K
We
do
track
the
use
of
these
resources.
We
generally
try
and
report
back
on
them
via
you
know,
via
this
format,
certainly-
and
we
also
want
to
recognize
that
the
the
public
works
department
also
brings
back
reports
each
year
on
the
actual
outcomes
as
a
result
of
this
additional
level
of
funding
too
just
to
kind
of
connect,
the
dots
and
that's
typically,
if
I
recall
correctly-
that's
typically
around
the
the
summer
time
frame
that
those
reports
come
out.
K
So
I
can
step
on
to
the
next
slide.
If
you
could,
I
think
this
really,
this
really
captures.
You
know
the
summary
of
the
resources
that
are
needed
for
this
six
year
program
in
the
next
couple
of
slides,
I'd
like
to
recap
some
of
the
different
different
project
funding
categories
that
we've
included
as
part
of
the
that
we
that
we
break
out
as
part
of
the
capital
program.
K
These
are,
of
course,
projects
that
are
submitted
to
the
city
via
capital
budget
requests
or
at
least
submitted
to
the
capital
long-range
improvement
committee
as
capital
budget
requests.
That
committee
reviews
these
projects
and
then
eventually
a
capital
program
is
compiled
that
is
advanced
through
this
capital
process,
and
these
following
slides,
contain
those
mix
of
projects
that
are
being
advanced
and
are
tying
out
to
the
the
resources
that
are
required
in
the
proceeding
slides.
So
if
we
can
step
to
the
next
slide,
please
it'll
be
on
the
municipal
building.
K
Commission
yep-
and
this
is
you
know,
for
2021.
We
can
see
that
the
mvc
has
planned
budget
of
9.2
million
dollars
across
several
projects
across
three
projects.
Here
that
you
know
have
they've
received
appropriation
in
prior
years,
they've
got
some
appropriation
plan
going
forward
as
well
as
director
erin
delaney
has
has
presented
to
the
city
in
the
past.
These
are,
of
course,
improvements
to
the
city
hall
facility.
K
K
If
we
could
move
to
the
next
slide,
we'll
be
on
the
park
board.
Of
course,
the
park
board
is
coming
to
present
on
their
budget
this
afternoon,
but
here
we
see
the
full
list
of
park
board
projects
that
are
included
in
the
six
year:
capital
improvement
program,
totaling
12.9,
13
million
dollars
or
so,
and
21
and
77.6
77.7
million
dollars
across
the
full
six-year
program.
K
K
I
should
also
mention,
as
we
did
last
year,
that
parkways
are
not
shown
in
this
list
of
projects
that
is
included
actually
in
the
public
works
portfolio
of
projects
and,
as
we
noted
last
year,
as
I
I
learned
via
last
year's
process,
the
city
endeavors,
to
keep
parkway
paving
at
comparable
conditions
to
those
of
the
rest
of
the
city
streets.
However,
the
park
board
is
responsible
for
any
major
rehabilitation
type
projects
of
of
parkway
parkway
facilities.
K
I
can
step
to
the
next
slide,
please
this
will
be
on
the
public
works
set
of
projects.
Of
course,
there's
too
many
to
list
on
any
one
slide.
So
we
do
what
we've
done
in
past
years
and
we
kind
of
highlight
the
top
10
projects
by
you
know
purely
by
dollar
value.
These
total
58.4
million
and
21
300
close
to
370
million
across
the
full
six
years,
and
it
it
comes
pretty
near
to
35
percent
of
the
departments
overall
overall
capital
program.
K
Again,
this
is
a
this
is
a
mix
of
different
program
type
projects
as
well
as
as
well
as
discrete
projects.
We
have
asphalt,
pavement
resurfacing,
concrete
streets,
rehabilitation
and
water
distribution,
improvements
which
are
ongoing
programs
that
address
investment
needs
across
the
city,
and
we
have
more
more
singular
discrete
projects
like
central
city,
parallel
storm
tunnel,
the
dowling
avenue
project
and
nicolette
avenue
over
minnehaha
creek.
Here
are
our
single
our
larger
projects
that
are
going
through
the
plan
and.
K
The
presentation
this
year,
I
did
want
to
highlight
that
this
set
of
projects
that
we
see
here
really
is
typical
of
that
funding
mix
that
we
talked
about
earlier
in
this
presentation,
because
across
all
of
these
projects,
you're
really
seeing
that
mix
of
reasonably
reliable,
stable
funding
sources
being
brought
to
bear
in
order
to
deliver
the
capital
program.
You
know
you've
got
projects
in
here
that
will
rely
on
net
debt
bond
funding
sources
potentially,
although
I
would
need
to
confirm-
but
you
know
potentially,
assessments
as
well.
K
Projects
in
here
that
are
associated
with
our
our
utilities.
The
storm
tunnel
project,
water
distribution
projects
off
street
parking
systems
is
going
to
be
associated
with
revenues
that
are
coming
off
of
the
the
city's
parking
system.
So
you
really
do
see
that
full
mix
of
resources
that's
being
drawn
into
and
supporting
the
public
works
capital
program
via
the
side.
K
D
K
This
comprises
the
mix
of
facilities
that
the
city
owns
and
invests
in
and
maintains.
For
example,
police
precincts
are
contained
in
this
category
fire
stations
as
well.
We
have
solar
power
projects
being
incorporated
into
the
plan
this
year
as
well,
as
you
know,
some
additional
components
of
the
city
hall
and
public
service
building
project
as
well.
Of
course,
the
project
is
the
the
new
public
service
building
project
is,
I
don't
know
how
to
characterize
it
correctly,
mostly
complete,
if
not
fully
complete,
but
we
have.
K
We
still
have
the
city
hall
components
of
this
set
of
projects
that
needs
additional
appropriation
to
those
are
coming.
Those
are
coming
forward
this
year.
I
would
characterize
these
projects
as
heavily
dependent
on
on
net
debt
bond
funding.
They
haven't
in
my
limited
experience.
They
have
intended
to
have
access
to
other
unique
funding
sources,
and
so
these
these
projects
fall
within
the
core
funding
need
that's
that
we're
experiencing
with
the
city's
netdepon
program.
K
I
can
step
forward
to
the
to
the
next
slide.
Please
all
right!
This
is
our
last
category
miscellaneous
projects.
Really
it
contains
one
project
these
days
and
that's
the
that's.
The
city's
art
and
public
places
project
by
ordinance
if
you'll
recall
this
is
one
point:
five
percent
of
the
city's
net
debt
pond
net
debt
bond
program
and
these
amounts
tie
out
to
that
1.5
percent
calculation.
K
That's
that's
the
end
of
my
rundown
of
the
of
the
city's.
You
know
various
capital
project
categories.
I
think
we
could
move
to
the
next
slide,
where
I
will
turn
the
presentation
over
to
director
mike
abelin
mike
gablin
is
the
city's
director
of
investments
and
debt
management
and
we'll
cover,
as
in
past
years,
how
we,
how
we
really
issue
and
pay
for
the
debt?
That's
that
supports.
So
many,
if
not
most,
of
our
capital
program.
B
A
So
before
I
talk
about
the
debt,
I
wanted
to
introduce
this
concept
of
this
levy
being
the
the
primary
source,
the
rest
of
my
presentation
is
going
to
focus
on
the
debt
service
and
the
outstanding
debt
of
the
city
and
how
these
these
bonds
fit
into
some
of
the
expense
that
follows
on
afterwards
that
we
levy
for
to
pay
for
so
next
slide.
Please
so
micah
and
robert
have
talked
about
the
levy.
This
slide
shows
the
previous
five
years
of
the
program
from
16
through
20..
A
A
This
levy
needs
to
provide
for
both
principal
and
interest
on
the
bonds,
and
so
you
can
basically
provide
something
of
new
spending
that's
associated
with
these
levies,
although
these
levees
also
have
to
co
cover
interest.
So
if
you
look
at
21
through
25,
think
of
it
as
we
can't
really
do,
47
million
dollars
worth
of
projects,
we
have
to
do
something
less
than
that,
because
on
average
we
have
to
include
dollars
for
paying
interest
expense.
A
So
the
total
for
the
first
five
years
of
this
program
compared
to
the
previous
five
years,
is
about
249
million
or
about
a
9.6
million
on
average
increase
over
the
previous
five
years,
and
that's
a
result
of
the
20-year
streets
and
parks
plan.
You
know
and
the
city's
commitment
to
increasing
its
capital
spending
and
therefore
this
levy
to
help
pay
for
it
down
at
the
bottom.
We
see
the
levy
for
the
library.
A
A
So
this
picture
is
a
picture
of
our
total
outstanding
debt
at
the
city
over
the
last
10
years.
You
can
see
that
our
debt
has
come
down
through
2015-16
and
now
it's
starting
to
rise
again
in
2017,
we
issued
started
to
issue
the
first
debt
for
the
20-year
streets
and
parks
plan,
which
also
had
an
increase
in
our
capital
programming,
and
so
you
can
see
that
debt
start
to
rise
a
little
bit
again.
A
A
Some
of
the
bigger
increase
there
you
see
from
2018
and
19
reflects
debt
that
was
incurred
for
the
new
public
service
center
and
we'll
talk
about
that
a
little
bit
more
on
some
of
the
future
slides
next
slide.
Please.
A
So
this
is
basically
showing
that
outstanding
debt
and
where
the
debt
is
currently
by
functions
so
of
the
742
million
of
general
obligation.
Debt
262,
plus
million
of
that
is
for
the
enterprise
funds
they're
very
capital
intensive,
obviously
of
that
particular
amount.
A
Roughly
half
of
that
little
over
half
of
that
is
associated
with
the
water
function,
so
the
water
distribution
and
treatment
enterprise
is
the
biggest
debt
concurring,
longest
lived
assets
and
and
and
very
costly
to
keep
that
system,
vibrant
and
working
and
producing
that
good
water.
That
chair
palmisano
talked
about
convention
center
fund.
We're
going
to
talk
about
that
a
little
bit
later,
26
million
outstanding
there
and
then
the
target
center
renovation
project.
That
debt
is
all
the
sales
tax
backed
portion
of
the
debt
for
the
target
center.
A
The
other
portion
of
that
debt
was
tax
increment
financed
from
its
original
inception
back
in
1995
that
debt
got
paid
off.
So
we
don't
have
any
of
that
type
of
debt
any
longer
tax
increment
category.
There
is
only
a
million
five
of
general
obligation
debt,
but
you
see
the
note
that
we
do
have
a
little
over
13
million
in
an
internal
loan.
A
This
debt
fluctuates
with
how
many
road
improvements
we're
doing,
and
so
this
has
kind
of
been
going
up,
because
the
streets
and
parks
program,
especially
the
streets
portion
of
that,
is
in
fact
doing
more
projects
and
therefore
that
leads
to
a
larger
number
of
assessments.
So
we
may
see
this
particular
category
of
debt
go
up
over
time
and
then
the
park
board
and
downtown
east
category
is
primarily
downtown.
A
East
is
about
61
million
of
that
and
the
other
part
is
park
board
for
parade
stadium
and
and
some
other
enterprise
functions,
the
library
referendum
debt
we
issued
debt
in
october.
It
was
the
last
debt,
it
was
a
refunding
issue.
A
It
put
this
debt
all
out
due
and
payable
in
2021
and
at
that
point
on
december
1
of
next
year
the
library
debt
will
be
fully
defeated
and
that's
where
that
levy
will
shift
and
be
used
for
the
public
service
center
bonds
and
then
the
net
debt
in
public
service
center
bonds.
You
can
see
from
2004
that's
up
quite
a
bit.
It's
kind
of
a
misnomer
there
about
182,
a
million
of
that
is
related
to
the
new
public
service
center.
That's
the
total
debt
issued
for
that
facility.
A
We
are
at
the
point
where
that
is
the
final
amount
of
debt
that
will
be
issued
and
about
68
million
of
that
debt
is
net
debt,
so
that's
kind
of
the
outstanding
debt.
You
can
see
the
footnote
that
says
in
2004
we
had
a
milli
1.299
billion
of
debt,
including
some
pension
bonds
and
internal
service
fund
bonds.
A
So
if
you
think
of
it
from
2004
till
now,
we're
actually
down
557
million
dollars
of
debt
for
the
city,
which
really
is
pretty
good,
considering
how
much
we've
done
in
new
capital
improvements
over
that
time
frame
as
well.
So
it's
it's
a
it's!
A
reflection
of
you
know
your
commitment
to
manage
the
finances
that
helps
us
with
our
bond
ratings
significantly
by
keeping
our
debt
manageable
and
aggressively
structured,
which
we'll
see
in
the
following
debt
service
slides,
but
that's
sort
of
the
total
debt
picture
of
outstanding
debt
next
slide
please.
A
So
this
is
our
2021
debt
service
budget.
So
this
is
same
functional
breakdowns
and
here's
how
much
principal
and
interest
will
be
paid
next
year
on
this
debt.
So
it's
pretty
self-explanatory.
Again.
The
bigger
categories
like
the
enterprise
funds
have
a
lot
of
that
debt,
service,
expense
and
then
the
net
debt
bonds
area
is
large
because
there's
a
lot
of
projects
rolling
through
that
system.
A
So
it's
kind
of
a
flow-through
process
that
happens
year
after
year
after
year,
and
so
that
total
of
48
million
there
you
know,
is
somewhat
tied
to
the
bond
redemption
levy
as
well
as
which
projects
are
going,
and
you
know
how
the
debt
structure
changes
as
we
issue
new
bonds,
the
rest
of
the
categories,
I'm
not
going
to
talk
too
much
about
one
thing
I
didn't
mention
is
the
hia
program
there
with
special
assessments,
that's
a
homeowner
improvement
association
program.
A
The
city
has
done
three
projects
for
that
program
and
that
program
assists
like
condo
developments
with
improvements
to
their
properties.
Sometimes
they
have
a
difficult
time
getting
financing
through
banks,
traditional
bank
financing,
and
then
the
city
can
help
with
that,
and
it
ends
up
being
like
a
special
assessment.
It's
called
a
user
fee,
but
it's
collected
on
property
taxes
much
like
a
special
assessment.
A
So
there's
three
projects
totaling
about
six
million
dollars
in
that
program,
so
you
can
see
about
eighty
percent
principal
about
twenty
percent
interest,
that's
fairly
typical
of
our
city
debt,
which
basically
indicates
a
fairly
aggressive
pay
down
and
amortization
of
our
debt
over
time.
As
all
these
programs
are
flowing
through
the
process
of
new
debt
added
and
existing
debt
on
the
books,
we
tend
to
be
paying
about
80
percent
towards
principal
and
20
towards
interest,
so
total
budget
of
about
120
million
for
2021..
A
So
it's
very
cost-effective
debt,
but
we
are
also
at
a
low
in
the
interest
rate
environment.
So,
if
that,
if
the
interest
rate
environment
does
in
fact
go
up
which
it's
not
predicted
to
do
anytime
soon,
these
rates
could
go
up,
but
it's
only
about
four
percent
of
our
general
obligation
debt.
A
Just
as
an
aside
part
of
the
reason,
the
city
was
able
to
pay
off
the
libraries
as
quickly
as
we
have
been
able
to
is.
We
did
have
a
lot
of
the
funding
for
the
improvements
to
the
community.
Libraries
and
central
library
were
in
variable
rate
mode
for
quite
a
long
time,
and
during
that
time
interest
rates
were
very,
very
low,
so
we
were
able
to
aggressively
pay
off
that
principle,
which
cut
literally
over
a
decade
off
of
the
original
estimates
for
that
debt
next
slide,
please.
A
So
I
said,
I'd
talk
a
little
bit
about
the
convention
center
series.
As
everybody's
aware,
the
covet
situation
has
led
to
the
convention
center
not
being
able
to
host
conventions
pro
sporting
events
etc,
have
caused
a
significant
reduction
in
local
sales
tax
revenues,
and
so,
as
a
result
of
that,
we
were
supposed
to
pay
off
our
convention
center
debt
on
december
1
of
2020
and
the
last
26
million
dollar
installment.
A
But
it
was
determined
that
really
the
best
thing
for
that
was
to
issue
debt
to
refund
that
maturity.
And
so
what
we
did
is
we
issued
the
same
amount
of
debt
and
the
structure
is
a
bullet
or
all
the
amount
is
due
on
12
1
of
25.
So
we
gave
ourselves
about
five
years,
but
those
bonds
are
callable
as
early
as
a
couple
years
from
now,
our
current
finance
plan
is
looking
at
structuring
and
you
know
being
able
to
pay.
A
Hopefully
you
know
six
and
a
half
million
per
year,
or
something
like
that
or
whatever
we
can,
if
in
fact,
business
improves
and
we
can
pay
it
off
quicker.
It's
very
cost
effective
debt
at
point,
six
percent
interest
rate.
So,
for
a
year
of
of
debt
service
on
this,
it's
literally
a
hundred
fifty
six
thousand
dollars
and
in
the
meantime,
that
money
had
had
been
removed
from
our
city's
cash
pool
and
paid
off
the
debt.
It
wouldn't
be
earning
interest.
A
That
is,
you
know,
then
allocated
to
funds
is
all
as
well,
so
really
cost
wise.
It's
it's
almost
a
break,
even
because
we
can
earn
probably
more
than
that
six
tenths
of
a
percent
on
our
on
unused
money
in
the
meantime.
So
I
think
it
was
a
good
move
for
the
city
to
do
that,
and
it's
given
us
a
lot
of
flexibility.
A
A
B
I'd
like
to
like
that,
you
say
four
conclusions
that
we
might
draw
from
your
sides.
I
don't
know
that
we
want
to
go
that
far
just
yet,
but
it's
a
part
of
our
process
I'll
invite
my
colleagues
to
put
themselves
in
queue
for
some
conversation
around
this,
and
I
think
that
we
could
go.
You
know.
B
I
think
that
in
a
in
our
old
traditional
committee
structure
or
model,
we
could
go
very
deeply
into
some
of
these
decisions
and
draw
other
conclusions
right
or
question
whether
or
not
some
of
this
is
is
the
right
strategy
for
now,
but
it
at
this
point
in
time,
you're
a
steward
of
that
work,
and-
and
we
certainly
appreciate
it-
and
we
appreciate
you-
I
know
we
will
have
more
conversations
about
this,
especially
as
it
pertains
to
our
asset
management
strategy.
B
From
way
earlier
in
the
presentation
have
started
to
have
some
preliminary
conversations
with
colleagues
about
that
and
just
from
the
need
to
address
it,
to
be
good
forward
thinkers
and
and
have
the
financial
future
of
our
city
close
in
mind.
As
we
put
together
these
these
budgets
and
these
six-year
budgets.
B
I
don't
see
any
questions
or
comments
from
my
colleagues
so
I'll.
Just
thank
you
for
your
time
and
thank
your
team
director
intramural
robert
harrison.
For
your
time
I
will
direct
the
clerk
at
this
point
to
file
all
of
the
presentations
that
we've
heard
this
morning.
So
regulatory
services,
public
works
and
this
city's
capital
and
debt
service
obligations,
presentations
and
then
colleagues,
I
will
recess
this
meeting
until
1
30,
when
we
will
hear
the
budget
presentations
from
our
park
and
recreation
board
from
the
youth
coordinating
board
and
our
finance
and
property
services
department.