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B
Yep
thanks
dale
all
right.
Well,
why
don't?
I
go
over
a
couple
of
things
and
then
I'll
open
this
up
to
questions,
and
I
can
stay
on
as
long
as
anybody
wants
to
go
through
any
kind
of
questions
or
concerns
that
you
might
have
about
how
this
is
going
to
work.
Let's
just
start
with
the
schedule
really
briefly,
we
won't
meet
as
a
task
force
until,
after
all
of
the
full
day,
presentations
are
done,
so
our
first
task
until
may
5th.
B
However,
at
the
end
of
each
of
the
full
day
presentations
we
do
meet
as
a
committee
or
excuse
me
as
a
task
force
and
our
job
at
that
point,
if
you
guys
does
everybody
have
the
capital
guidelines
handy
if
you
do
take
a
look
at
that,
if
you
go
to
page
nine,
which
is
the
click
rating
summary
at
the
top
of
that
page,
is
project
priority,
that's
the
critical,
significant
important,
desirable
and
then
down
a
little
further
contribution
to
city
goals,
and
you
see
strong,
moderate
little.
B
Our
job
at
the
end
of
the
first
full
day,
presentation
would
be
to
consider
all
of
the
transportation
projects
that
were
presented
on
that
day
and
categorize
them
by
each
of
those
areas:
project,
priority
and
contribution
to
city
goals.
We'll
do
that
as
a
committee,
and
the
idea
is
that
all
task
force
members
that
that's
guidance
that
goes
to
everyone
and
and
you
are
strongly
encouraged
to
use
the
point
brains,
that's
within
whatever
we,
wherever
we
classify
them.
If
you
go
back
about
five
years
ago,
it
was
required
that
you
stay
within
them.
B
We
changed
that
if
someone
has
strong
opinions,
they
are
allowed
to
go
outside
of
that
point
range,
but
that
should
be
something
that's
unusual
and
you
should
have
a
pretty
good
reason
for
doing
it.
Although
no
one's
going
to
ask
you
to
defend
it
because
your
ratings
are
private
and
nobody
knows
what
they
are,
but
it's
just
sort
of
the
honor
system
with
respect
to
that.
B
So,
at
the
end
of
the
day,
we'll
go
through
the
the
transportation
task
force,
projects
that
were
were
brought
up
and
just
real
briefly.
The
way
I
do
that
is
since
80
of
these
projects
or
more
are
returning
that
we've
seen
before
what
I'll
do
is
I'll
start
with
how
we
rated
that
project
the
previous
year
that
in
no
way
suggests
that
we
have
to
start.
We
have
to
do
the
same
thing.
B
B
That's
coming
at
you
pretty
quickly,
especially
when
we're
doing
all
this
virtually
and
you're
at
a
disadvantage
in
the
sense
that
returning
people
have
seen
these
projects
before
right.
If
they're
doing
this,
ideally
you
know,
projects
that
are
new.
This
year
are
going
to
be
in
the
fifth
or
sixth
year
out,
and
then
you
see
them
every
year
as
they
creep
closer
and
closer.
It
doesn't
always
work
quite
that
smoothly,
but
that's
the
idea.
B
B
I
mean
it's
okay,
so
we'll
do
that
at
the
end
of
the
two
full
day
sessions,
then
we
have
the
three
committee
meet
up
to
three
committee
meetings
in
may
or
task
force
meetings
and
that's
where
we'll
discuss
comments
specific
to
task
the
transportation
task
force
projects
you
come
to
those
meetings,
ideally
with
comments
that
have
already
been
submitted
via
email.
We'll
talk
more
about
that
when
it
gets
a
little
bit
closer
just
for
efficiency's
sake.
B
You
just
have
to
write
the
comment
up
and
make
sure
you
get
it
over
to
somebody
on
the
the
human
development
task
force,
probably
either
eric
or
his
new
care
coach
jocelyn.
You
can
do
that
via
email
and
they'll.
Consider
it
if,
for
some
reason,
you're
not
able
to
do
that
or
it
doesn't
make
it
through
the
committee.
B
All
of
this
gets
reviewed
by
the
full
committee
when
we
get
to
that
point,
so
we
don't
want
to
have
a
lot
of
new
comments
being
introduced
at
that
point
because
it
just
slows
down
our
work,
but
there's
nothing
that
precludes
somebody
from
introducing
a
comment
for
the
first
time
after
the
task
force.
Stuff
is
done.
Sometimes
something
comes
up
in
the
way
we
rate
something
once
we
get
together
as
a
group
or
the
way
we
fund
something.
B
That
requires
a
comment,
so
we
just
don't
know
until
later
on
about
that
kind
of
thing
or
there's
discussion
that
that
generates
ideas
that
we
didn't
have
previously.
So
you
know
one
thing:
we
really
try
hard
to
do
on
this
committee.
Both
task
forces
and
the
full
committee
is
to
never
silence
anybody.
B
So
you
know
if
you've
got
a
thought
and
it
comes
late.
You
know
we
try
to
find
a
way
to
get
our
work
done,
but
also
make
sure
everybody
gets
their
voice
heard.
So
that's
how
the
task
force
works.
I
think
maybe
it'll
be
helpful.
If
I
go
over
scoring
again,
they
did
that
pretty
quickly
and
there's
a
few
things.
I'd
like
to
point
out
that
that
weren't
mentioned
in
the
full
meeting.
So
again,
if
you
have
that
page
nine
of
the
click
guidelines.
B
So
just
if
you
take
a
broad
view
of
this,
if
something
got
all
the
points
it
could
possibly
get,
it
would
get
300
points
and
if
you
look
at
the
way
this
sheet
is
set
up,
it
basically
there's
three
sections
that
are
each
worth
a
hundred
points,
so
the
first
one
up
at
the
top
is
combination
of
both
project
priority
and
in
consecutive
previous
year.
Budget
requests.
So
just
to
be
clear,
you
do
not
have
to
do
anything
under
in
consecutive
previous
year
budget
requests.
B
When
you
get
your
score
sheet,
city
staff
will
have
already
assigned
those
points
based
on
that.
It's
just
factual
information.
If
the
city
has
presented
that
project
for
the
previous
two
years,
that
project
gets
10
points,
that's
not
negotiable.
It's
just
the
idea
behind
that
is
to
encourage
city
departments
to
do
really
good
long-term
planning
right
if
they
introduce
that
a
project
brand
new
six
years
out
and
move
it
up
each
year.
You
know
when
it
gets
to
that
sixth
year.
B
It
gets
35
points
which
is
meaningful
right
and
that's
a
change
we
made
from
the
past.
It
used
to
be
if
it
was
in
the
adopted
plan.
So
the
problem
with
that
is
that's
up
to
the
politicians
about
whether
or
not
they
actually
want
to
fund
the
project
which
there's
some
legitimacy
to
that.
But
the
idea
behind
these
points
is
to
encourage
city
staff
to
do
really
good
long-term
planning.
B
B
You
don't
have
to
do
anything
that
will
just
show
up
on
the
spreadsheet
that
you'll
get
when
it's
time
to
do
your
individual
ratings,
the
level
of
need
again
you'll
get
guidance
there,
because
if
it's
a
transportation
project
we
will
have
already
assigned
it
a
level
of
need,
and
then
all
you
have
to
do
is
use
your
individual
scoring
to
give
it
points
within
that
range
that
you
see,
you
see
the
minimum
and
the
maximum.
So
if
it
was
significant,
you
could
give
it
as
few
as
41
and
as
high
as
50
and
again.
B
If
you
feel
strongly
you
are
allowed
to
go
outside
of
that
range,
and
he
and
so
you'll
get
the
spreadsheet
that
spreadsheet.
That
robert
showed
briefly
there'll
be
an
x
under
which
level
of
need
it
is,
and
that
that
corresponds
to
the
category
that
it
was
classified
in
either
by
hd
or
transportation,
and
you
convert
the
x
to
a
specific
number
of
points.
That's
within
that
range,
so
moving
down
from
there.
The
other
piece
that
we'll
rate
as
a
task
force,
is
its
contribution
to
city
goals.
So
again,
there'll
be
a
range
there.
B
So,
for
instance,
if
something
was
rated
that
it
had
a
strong
contribution,
you'd
have
the
ability
to
sign
it
between
46
and
70
points.
Again,
you
can
go
outside
of
that
range
if
you
have
strong
feelings
about
it,
but
the
idea
is
that
most
of
the
time
you
want
to
stay
in
that
range,
operating
cost
is
a
little
trickier.
B
This
changed
this
past
since
the
last
click
session.
This
used
to
just
be
minus
30
to
plus
30
points.
There
was
no
guidance
about
how
you'd
assign
those
points.
Some
capital
budget
requests
known
as
cbrs.
Those
are
the
individual
forms
that
the
city
staff
fill
out
for
each
project.
That
has
the
information
that
pertains
to
each
project.
Some
of
them
are
good
about
giving
a
lot
of
detail
about
whether
or
not
there
are
additional
operating
costs
or
operating
cost
savings
based
on
each
project
and
others
are
not
that
great
about
it.
B
What
we
tried
to
do-
and
I
don't
know
if
this
is
going
to
actually
happen
on
the
cbrs
this
year-
is
you
know
if
one
project,
if
a
project
that
has
a
hundred
thousand
dollar
total
cost,
has
a
two
thousand
dollar
operating
cost
savings
annually
and
another
project
has
a
million
dollar
investment
and
has
a
two
thousand
dollar
operating
cost
savings
that
those
are
not
equivalent
right,
but
we
had
no
way
of
dealing
with
that.
B
So
that's
why
we're
now
doing
it
as
operating
costs
or
savings
as
a
percent
of
the
total
investment,
the
problem
is,
I'm
not
sure
the
cbrs
are
going
to
give
that
information.
So
for
the
you
know,
finance
people
and
the
financially
inclined
people.
That's
not
a
big
deal
to
figure
that
out
for
other
people.
It
may
be
more
of
a
challenge,
so
we're
going
to
have
to
figure
out
how
to
address
that
and
then
there's
a
guidance
range
there.
Those
ranges
are
not
firm,
it's
guidance.
You
can
do
this
any
way
you
want.
B
I
would
just
go
back
to
what
robert
said.
What's
most
important.
Is
that,
however,
you
choose
to
do
this,
try
to
be
consistent
individually
across
across
projects
and
don't
worry
about
whether
somebody
else
is
doing
it
differently?
I
think
when
you
average
33
people's
scores,
that
sort
of
all
comes
out
in
the
wash
the
most
important
thing
is
to
do
it
consistently
for
yourself
and
then.
Finally,
the
last
area
is
the
qualitative
criteria
and
that
again
that
changes
here
we
added
equity.
B
We
combined
these
into
different
categories
and
they
used
to
be
in
and
change
the
points
between
them.
The
subtotals,
the
total
for
the
qualitative
area
is
still
100
points
you
know,
and
it's
qualitative
right
so
again.
I
think
you
just
need
to
find
a
way
to
be
consistent
about
how
you
deal
with
this
across
different
projects.
For
you
individually
and
again,
you
know,
whenever
you
get
a
numbered
rating
system
like
this,
it
sort
of
implies
a
lot
more
precision
than
there
really
is.
So
I
wouldn't
get
too
worried
about
that.
B
Just
come
up
with
a
system
that
works
for
you,
that's
consistent
across
what
you
do
and
I
think
it
all
kind
of
comes
out
in
the
wash
then.
The
last
point
I
would
make
is
you
know
you
see
this
critical
significant
important
desirable.
What
do
those
mean?
There
are
specific
definitions
of
those
in
this
capital
guidelines.
I'd
encourage
you
to
read
over
those
several
times.
B
We
can
chat
about
those
at
one
of
our
at
our
first
task
force
meeting
after
the
full
day
presentation,
because
sometimes
people
have
slight
misinterpretations
about
that,
and
even
within
that
you
know
it
it's
qualitative
to
a
certain
extent
right,
so
sometimes
that
this
is
people
view
things
slightly
differently,
it's
not
all
black
and
white,
and
so
I
would
encourage
you
to
read
the
definitions
of
the
project
priority
and
also
contribution
to
city
goals.
B
Those
two
things
are
the
first
things
you're
going
to
need.
You
should
read
all
the
definitions,
obviously,
but
those
two
in
particular
you're
going
to
need
on
the
first
day
of
full
day
presentations
when
we
get
to
doing
the
ratings
at
the
end
of
the
day.
B
That
can
change
your
view
about
that,
one
way
or
the
other
either
that
the
neighborhoods
have
been
opposed
to
the
project
forever
or
they've
been
asking
for
it
forever,
and
why
and
all
that
sort
of
stuff.
So
I
just
encourage
everybody
to
be
kind
of
open-minded.
As
you
know,
more
information
comes
in
about
these
things,
so
I'll
stop
there
and
I'm
happy
to
entertain
questions
that
anybody
might
have.
C
John,
if
I
could
just
make
a
comment
here,
I
would
encourage
the
new
members
in
particular
to
sort
of
give
a
rough
scoring
for
the
criteria
at
the
bottom
as
they're
reading
through
the
capital
proposal
sort
of
a
very
preliminary
look
and
then
once
you
sit
through
as
you're
sitting
through
the
presentation
by
the
departments,
you
may
modify
that
and
then,
when
you
sit
back
and
hand
in
your
your
final
ratings,
it
will
be
another
chance
for
you
to
change
that
at
the
last
minute,
and
I
think
that
waiting
until
the
last
week
or
so
to
make
a
rating
for
all
100
proposals
which
you'll
be
doing,
or
I
guess
120
this
year
since
we're
doing
a
six
year
process
will
be
sort
of
overwhelming
if
you're
trying
to
do
it
all
at
once.
B
Thanks
steve
yeah,
you
know
people
have
different
ways
of
doing
this.
That's
really
helpful
the
way
steve
does
it
that
you
know
somebody
might
think
yeah.
That's
not
the
way
for
me
to
do
it,
but
you
know,
as
long
as
you
find
a
way
to
get
this
done,
where
you're
able
to
be
consistent
across
the
projects,
that's
the
most
important
thing
for
for
everybody,
but
especially
the
new
people.
I
would
encourage
you
before
the
first
full
day
presentation
to
read
through
those
projects
you'll
see
on
these
cbrs.
B
You
quickly
will
learn
that
there's
infra,
there's
areas
of
that
the
forms
are
roughly
five
pages
long
for
each
project.
There's
some
information
in
there.
That's
literally
useless
it's
boilerplate,
and
it's
the
same
for
all
of
these.
You
know
they're
asked
to
say
how
the
the
project
can
contribute
to
the
city
goals
they
all
become
like
used
car
salesmen.
At
that
point
right,
they
figure
out
a
way
that
you
know
all
these
different
ways
that
it
contributes
to
city
goals
and
it's
not
very
and
for
the
most
part
they
spit
back
the
exact
information.
B
Useful
information,
in
my
view,
read
it
for
yourselves
and
make
your
own
decisions,
but
that's
so
you
quickly
learn
where,
where
the
useful
information
is
in
each
tbr
and
where
it
isn't
and
as
you
go
through
after
you
get
through
about
10
or
10
or
15
of
these,
you
start
to
know
where
to
go
in
each
cvr
to
get
the
relevant
information
that
you
need.
You
know
the
the
first
place
is
that
the
front
page
of
the
cbr
is
chock
full
of
a
lot
of
good
information.
B
B
That
doesn't
mean
that,
because
public
works
ranks
a
particular
project
number
one
that
our
project
priority
needs
to
be
critical.
First
of
all,
it's
not
it's
not!
It
doesn't
jive
with
our
definitions.
Secondly,
we're
it's
not
our
job
to
ever
stamp
their
views.
It's
that's
just
input
that
you
should
take
and
information
that
you
should
take
and
do
with
as
you
as
you,
you
know,
see
fit
sonya
go
ahead.
B
F
Yeah
we're
still
trying
to
work
through
with
the
presentation
process
with
the
departments
right
now,
so
we
did
give
them
like
a
16th
deadline
for
for
like
we're,
I
think
I'm
we're
hoping
to
have
it
like
all
online
on
lego,
16.
F
Yeah
and
we'll
send
out
more
guidance
on
where
all
those
things
live
in
the
next
couple
days.
I
think.
B
The
way
that's
worked
in
the
past
is
that
they
sent
out
a
link,
and
it's
a
big,
huge
pdf
for
all
120
of
these
things,
which
you
know
can
be
a
little
bit
overwhelming
to
deal
with,
and
unfortunately,
things
are
a
little
bit.
You
know
the
the
last
two
years
have
been
virtual,
which
has
created
challenges
with
all
of
this.
B
Let's
see,
I
think
dan
was
next
and
then
scott.
A
Okay,
I'm
gonna
just
suggest
something.
I
know
that
there's
probably
a
lot
of
good
reasons.
Why
not
to
do
it,
but
I
think
it
would
help
to
ground
everyone
and-
and
that
is
to
take
one
cbr
as
an
example
and
just
walk
through
the
entire
thing.
A
So
that
starts
with
looking
at
the
cbr
request
the
whole
book,
how
to
find
it
within
that
and
then
taking
a
look
at
the
five
six
pages
that
are
there
and
then
trying
to
apply
that
to
the
scoring
sheet,
and
perhaps
that
could
be
done
with
a
project
that
is
not
you
know,
was
completed
last
year,
won't
be
on
this
year's
this.
A
This
terms,
you
know
this
period,
but
I
think
that
that
would
help
try
to
set
a
little
bit
of
where
to
look
and
what
to
be
looking
at,
and
perhaps
some
of
the
variation
that
you
might
see
and
then
how
you
would
perhaps
apply
that
across
projects.
D
Yeah
justin,
I
just
want
to
clarify.
Last
year
I
was
given
the
1200
page
pdf,
which
is
kind
of
a
struggle
for
me
to
use.
I
learned
well
after
I
had
finished
all
the
ratings
that
there
is
actually
an
accessible
website.
D
F
I
don't
know
what
it
was
yeah,
so
the
these
are
all
these
are
great
questions.
I
they
do
all
live
on
one
website
and
I'm
not
sure,
because
I
know
robert
sends
out
like
a
usually
sent
out
like
a
folio
of
all
of
them.
So
it
must
be
that
1200
page
like
pdf
but
yeah.
So
I
think
you
should
all
have
access
at
some
point
to
the
opengl
website
that
you
can
like
read
them
for
reading
through
there
and
they
should
be
accessible.
But
I
will.
D
F
C
In
the
past,
neil
we've
always
had
until
the
thursday
before
memorial
day
to
get
our
rankings
in
this
year.
It
looks
like
it's
about
a
week
earlier
than
that,
and
I
wanted
to
check
whether
there's
any
possibility
of
stretching
the
deadline
for
the
rankings,
because
it
is
really
quite
compressed
this
year
and
given
that
we're
operating
in
the
midst
of
a
pandemic,
where
you.
B
The
one
thing
I
would
say
about
that
is,
I
think,
maybe
that
traditionally
what
happens
is
people
miss
the
deadline?
So
I
think
the
idea
is,
if
you
put
an
earlier
deadline
and
people
miss,
there's
still
some
space
for
people
to
get
them
in
and
it
encourages
people
to
sort
of
work
a
little
more
efficiently
and
quickly,
but
the
reality
is
there
is
you
know
there
is
a
point
at
which
we
do
have
to
cut
it
off,
and
the
worst
thing
ever
is
to
have
a
committee
member
not
have
their
rating
included.
B
B
G
Question
on
the
schedule,
because
it
as
the
calendar,
the
calendar,
keeps
kind
of
moving
for
me
where
new
dates
keep
added
on.
I
just
want
to
make
sure
I
get
everything
on
my
schedule
as
best
as
I
can,
because,
there's
quite
a
bit
is
there
a
final
date
where
we'll
know
all
the
kind
of
meeting
times
so
that
I
can
get
that
scheduled
in.
B
B
Anything
else
anybody
well
for
those
of
you
who
are
new,
welcome
it's
a
lot
of
work,
but
it's
a
lot
of
fun.
It's
pretty
interesting!
I
my
first
one
was
15
years
ago,
and
I
mean
I
had
no
idea
what
went
on
under
the
city
streets
in
any
city,
let
alone
minneapolis
and
that's
a
really
fascinating
part
of
this
is
the
stuff
you
learn
about
waters
and
sewers
and
road,
construction
and
road
repair
and
all
those
sorts
of
things.
It's
really
quite
fascinating,
and
in
years,
when
we're
not
virtual.
B
Historically
in
the
past,
we've
been
able
to
do
various
types
of
tours
of
the
water
treatment
plant
so
hopefully
beginning
next
year,
which
will
be
midterm
for
all
of
us,
we'll
be
able
to
get
back
to
that
sort
of
thing.
A
Depending
I'll
think
how
things
go
with
the
pandemic
and
everything
else,
I
know
it's
very
doubtful
to
think
about
going
on
a
tour
this
year,
but
anyways
east
side
garage,
I
think,
is
moving
along
pretty
quickly.
That's
a
project
up
in
northeast
that
is,
is
a
big
big
thing
that
might
be
a
a
very
open
and
outdoor
way
of
being
able
to
do
a
tour
together
and
just
wanted
to
put
that
out
there
in
case
things
get
better
thanks.
B
B
All
right
well,
like
I
said,
welcome
to
click
or
welcome
back
and
hopefully
we'll
have
a
productive
and
efficient
and
maybe
even
fun
year
with
this,
and
I
think
with
that,
we'll
we'll
end
the
meeting
and
again,
if
you've
got
any
questions
or
any
concerns
feel
free
to
reach
out
to
me.