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Description
This City Council meeting is for the presentation, review and public input on the Mayor's Proposed 2020 City Budget. Meeting time is 4:00 PM.
C
D
D
A
C
A
Motion
carries
item
number
3
is
a
presentation,
review
and
public
input
on
the
mayor's
proposed
2020
city
budget.
The
proposed
budget
book
is
available
for
review
at
the
finance
office
in
City
Hall
or
on
the
city
website
under
the
finance
department
and
I
intend
to
do
the
presentation
from
the
podium
and
we'll
take
a
little
break.
Normally,
the
budget
takes
8
10
12
hours,
some
years,
we're
doing
it
differently
this
year
and
we're
hoping
that
it'll
move
much
more
quickly.
A
This
way,
I'll
be
making
the
presentation
and
the
staff
will
be
available
for
questions
if
you
have
any,
but
otherwise
I'll
be
making
the
presentation
with
a
PowerPoint
and
we'll
break
around
6
o'clock
for
a
meal.
The
council,
members
and
I'm
sure
there'll
be
some
left
over.
If
anyone
else
wants
to
join
in,
but
now
I
will
just
run
over.
A
Okay,
so
in
the
past
we've
delved
right
into
the
weeds
with
the
budget
hearings
and
this
year,
I
would
like
to
start
with
a
general
overview.
We
have
several
new
council
members
and
also
for
the
general
public
that
may
not
totally
understand
what
it
is.
We
do
with
the
budget,
so
there's
some
basic
questions
that
most
people
probably
have.
How
does
the
city
get
money?
How
does
the
city
then
spend
that
money
and
how
can
a
citizen
participate
in
deciding
where
and
how
that
money
is
spent?
A
So
if
you
live
in
the
city
of
Watertown,
this
is
your
money.
It's
the
people's
money
that
we're
talking
about,
and
the
citizens
elect
a
council
to
be
stewards
of
the
people's
money.
Every
year
the
City
Council
estimates
the
amount
of
money
that
will
be
available
for
the
next
year
and
appropriates
or
designates
how
that
money
will
be
spent.
So
how
do
they
do
that?
Well,
first
of
all,
the
finance
department
tracks
every
bit
of
money
that
the
city
receives
and
every
penny
of
money
that
the
city
spends.
A
Everything
is
tracked
by
the
finance
department
and
the
department
heads
work
with
the
finance
officer
and
with
the
mayor
to
project
the
revenues
based
upon
our
history
and
also
looking
toward
the
future
of
what
we
think
the
trends
are
going
to
be.
The
finance
officer,
meanwhile,
compiles
all
of
this
data
and
works
with
the
mayor
to
estimate
the
available
funds
and
also
with
the
departments,
to
estimate
how
they're
going
to
spend
that
money.
A
The
departments
make
requests
to
the
mayor,
and
then
the
mayor
proposes
a
budget
for
city
council
consideration.
So
that's
what
I've
done
and
after
tonight,
it's
up
to
the
City
Council
and
generally
they'll
make
changes
to
what
I've
proposed.
So
in
the
past,
I've
been
very
conservative
in
my
projection
of
revenues
and
my
expenditures
so
I
have
a
probably
my
comfort
zone
is,
is
loosening
up
a
little
bit
the
second
year.
I
did
a
budget.
I
gave
myself
a
little
more
room.
A
I
would
like
to
see
expenditures
equal
to
revenues,
but
I
do
understand
that
we
will
spend
less
than
we
project
to
spend
and
we're
going
to
gather
in
a
little
bit
more
revenue
than
then.
We
anticipate
so
you
can
have
a
little
bit
of
a
gap
between
there.
Now
I
may
still
be
more
conservative
than
the
council
wants
to
be,
in
which
case
they'll,
add
more
expenditures,
or
maybe
I'll
be
less
conservative
than
they
want
to
be
in
so
they'll
tweak
that.
A
But
this
is
the
starting
point:
I'll
make
the
presentation
and
it
may
seem
like
there's
one
big
pot
of
money
and
we
can
do
whatever
we
want
with
all
that
money.
But
it's
really
not
that
simple.
There
are
17
different
funds
that
are
included
in
this
budget
and
each
one
of
those
funds
has
different
rules
and
regulations
which
go
with
it
and
the
funds
come
to
us
in
different
ways.
So
it's
really
not
one
big
pot
of
money
instead,
like
we
have
a
pot
with
taxes
in
it.
A
Actually
we
have
different
kinds
of
taxes,
so
there
really
are
several
tax
buckets.
We
have
service
charges
which
are
sources
of
revenue.
We
also
have
fees
fees
for
when
you
join
a
program
at
the
Rec
or
pay
something
if
you
don't
turn
a
library
book
in
that
would
be
a
fine,
so
a
different
bucket.
There
and
then
we
also
have
grants
and
there
actually
are
17
different
buckets
and
each
one
has
its
own
rules
and
regulations.
Now
this
is
kind
of
what
it
looks
like
with
all
of
the
funds.
A
I
wanted
to
put
these
out
here,
just
to
show
you
relatively
how
these
funds
stack
up
and
the
color
is
meaningful
here.
Some
of
these
bars
are
blue
and
I
hope
you
can
see
that
some
of
the
bars
are
blue
and
those
are
enterprise,
funds
or
funds
for
which
we
charge.
We
provide
a
service
and
we
charge
for
that
service.
So,
like
our
sewer
fund
is
an
enterprise
fund,
we
provide
sewer
service
and
we
charge
for
that,
the
other.
We
have
six
different
enterprise
funds
and
there
in
blue.
A
We
also
have
tax
funds
and
those
are
the
purplish
pink
ones
on
there.
The
tax
funds
are
the
primary
support
for
the
general
government,
and
you
see
the
second
bar.
There
is
the
general
fund,
that's
the
second
largest
fund
in
the
city
and
that
fund.
We
really
don't
have
a
lot
of
control
over,
because
it's
set.
We
can't
control
how
much
tax
that
we
collect.
A
A
None
of
the
tax
funds
are
very
flexible,
but
you
can
see
we
have
the
general
fund,
the
Capital
Improvement
Fund,
the
BBB
fund
and
general
obligation,
bonds
and
tax
increment
financing
district
funds.
Those
are
all
tax
funds
and
really
not
a
whole
lot
of
flexibility
with
them.
The
green
bars
are
our
fee
funds
and
we
have
Park
and
Rec
prey:
Lakes,
Wellness,
Center
and
nine-one-one,
and
so
the
library
fines
is
also
a
fee
fund.
A
You
pay
a
fee
when
you're
late
on
a
book,
the
casualty
reserve
and
the
Upper
Big
Sioux
River
watershed
project,
I
put
them
in
the
category
of
other,
and
you
can
see
library,
fines
and
casualty
reserve
are
so
small
they
they're
inconsequential
in
the
big
picture.
Now
you
might
see
that
there's
asterisks
on
three
of
these
bars
and
that's
for
a
couple
of
reasons.
The
other
bars
are
all
based
upon
the
budget.
A
The
bars
that
have
an
asterisk
by
them
are
the
municipal
utility
funds,
which
are
funds
of
the
city,
but
they're
not
controlled
by
the
city
council.
So
we
aren't
considering
those
funds
tonight
and
the
council
doesn't
have
a
say
over
those.
They
are
city
funds,
though
those
are
also
the
people's
dollars
and
they
they
don't
budget.
A
The
same
way
we
do
with
the
enterprise
funds
being
separate
from
electric
water
and
gas,
so
I
couldn't
pull
them
off,
plus
they
haven't
done
their
budget,
yet
they
do
their
budget
later
in
the
year
than
we
do,
but
I've
used
the
2019
budgeted
revenues
as
a
comparison,
so
the
tallest
bar
is
the
electric
fund.
It's
over
30
million
dollars.
The
next
closest
fund
is
the
general
fund,
which
is
considerably
less
so
this
is
how
they
all
stack
up
against
one
another.
A
So
the
various
different
sources
and
uses
of
these
money
I
will
talk
about
the
categories
one
at
a
time.
First
of
all,
enterprise
funds:
these
are
the
user
charges
for
services
and,
as
I
mentioned,
we
have
six
enterprise
funds,
the
sanitary
sewer,
the
solid
waste
and
the
airport
enterprise
funds
are
all
overseen
by
the
City
Council.
A
The
airport
enterprise
fund
is
not
self-supporting
about
40%
of
the
airport
operation
costs
are
covered
by
charges
so
that
one
still
requires
transfers
from
other
revenue
sources
to
break.
Even
then,
the
other
three
enterprise
funds
are
electric
gas
and
water
and
those
are
all
overseen
by
the
Municipal
Utility
Board,
which
is
a
separate
board
from
the
City
Council
they're,
not
elected
officials,
they're
appointed
by
the
mayor.
So
it
is
the
duty
of
the
Municipal
Utility
Board
to
set
the
rates
and
similarly
to
the
sanitary
sewer
and
solid
waste
enterprise
funds.
A
The
rates
set
by
the
Municipal
Utility
Board
cover
the
needs,
plus
they
make
a
contribution
toward
general
government,
so
the
sales
and
use
tax
funds
are
the
the
ones
that
were
purple.
Those
are
the
first
and
second
penny
sales
tax
that
you
hear
about
it's
2
percent
charge
on
sales
and
service,
and
we
consider
them
separately.
They
go
into
different
funds.
The
first
penny
goes
into
the
general
fund
and
may
be
used
for
any
lawful
purpose.
The
second
penny
goes
into
the
capital
improvement
fund,
but
that's
restricted.
We
can't
just
take
money
out
of
there.
A
The
it's
restricted
to
acquisition
of
land
capital
improvements
like
road
construction,
ambulance
and
medical
emergency
vehicles,
transfers
to
the
911
firefighting,
vehicles
and
equipment,
death,
retirement
and
study
or
planning
for
potential
future
capital
improvements.
That's
all
that
we
can
spend
the
Capital
Improvement
Fund
on,
so
we
actually,
even
though
the
Capital
Improvement
Fund
has
less
money
than
the
general
fund,
because
the
general
fund
also
includes
property
taxes
and
some
transfers
and
other
items,
the
general
fund
being
the
junk
drawer
of
our
taxes.
A
Everything
goes
in
there
and
the
all
the
non
revenue
generating
departments
are
supported
by
the
general
fund.
So,
while
most
of
the
funds
that
the
city
has
are
doing,
just
fine
and
you'll
see
that
tonight
the
general
fund
is
tight
and
it's
it's
been
tight
for
many
years
and
every
year
we
just
keep
tightening
that
belt.
Tighter
and
tighter
and
actually
I've,
come
to
the
conclusion
that
we
really
cannot
expect
the
1980s
method
of
funding.
Our
general
government
are
gonna
work
to
support
our
2020
style
of
living.
A
It's
it's
just
not
the
same
today
as
it
was
back
then,
though,
that
general
fund
is
so
heavily
reliant
on
sales
tax
revenue
and
we
can
ask
people
to
shop
local
shop,
local,
but
people
are
going
to
drive
to
Sioux
Falls
they're,
going
to
drive
to
Fargo
in
Minneapolis
a
lot
more
than
they
used
to
and
they
spend
their
money
elsewhere.
So
we
can't
control
that.
So
it's
not
keeping
up
and
we're
gonna
talk
about
how
we
can
get
around
this.
A
So
we
do
have
another
sales
tax
fund
which,
as
you
recall,
was
much
much
smaller
little
purple
bar
that's
the
BBB
tax,
the
gross
receipts,
tax
bed
board
and
booze
tax.
We
charge
that
tax
on
hotel
campsites
and
other
lodging
in
sales
of
alcohol,
dining
and
carryout,
food
and
entertainment,
and
whereas
we
do
charge
these
taxes
on
the
sales
tax
revenue
to
the
this
fund
doesn't
get
to
be
charged
on
all
of
the
merchandise
that
people
buy.
It's
only
these
specific
things,
so
it's
a
much
smaller
fund
and
it's
much
more
heavily
restricted.
A
Very
specifically,
this
fund.
These
dollars
can
only
be
spent
on
Civic
Center
auditorium.
Let
ik
facility-
and
that
includes
the
operations
of
those
items
and
non
promotion
and
advertisement
of
the
city.
So
it's
this
fund
that
pays
for
our
event
center
and
it's
this
fund
that
we
use
to
make
transfers
into
the
Park
and
Rec
Department,
and
we
also
use
this
fund
to
support
the
Convention
and
Visitors
Bureau
and
the
Chamber
of
Commerce,
because
they're,
promoting
and
advertising
the
city.
A
So
Park
and
Rec
prairie
lakes,
Wellness
Center
library,
fines,
so
I'm
gonna
move
right
into
the
general
fund
now
and
you
can
follow
in
your
book,
although
I'm
not
going
to
go
through
the
budget
page
by
page,
my
presentation
just
picks
out
the
items
which
were
more
significant
because
I
don't
want
people
to
get
lost
in
the
minutiae
of
$1,000
here
and
$1,500
there.
So
you
can
ask
any
kind
of
question
you
want
about
any
of
these
things
and
we'll
go
in
order
in
the
book.
A
If,
if
you
want
to
ask
a
question,
just
raise
your
hand
and
and
I'll
address
it
or
if
someone
from
the
public
has
a
question
about
that,
just
come
up
and
approach
the
microphone
and
we'll
we'll
get
it
answered,
but
otherwise
I'm
just
going
to
zip
through
here
and
keep
going
until
I
get
stopped.
So
starting
with
the
general
fund
we
have
and
I'm
every
slide
is
going
to
show
you
what
the
significant
changes
were
for
a
current
year
and
what
the
expected
significant
changes
are
in
my
budget
for
the
2020.
A
So
in
2019
there
was
a
decrease
in
attorney
miscellaneous
revenues.
I
guess
Matt
wasn't
charging
enough
fines
this
year,
but
maybe
we're
going
to
get
more
on
the
ball
with
that
we
budgeted
for
a
property
tax
increase
of
130,000
last
year
and
sales
and
tax
revenue
increased
four
hundred
seventy
five
thousand.
Now
these
are
budget
not
actual,
because
we're
not
done
with
nine
2019.
Obviously,
for
the
budget
in
2020
we
estimated
a
property
tax
increase
of
144,000.
Actually,
it's
not
really
an
estimate
right.
The
the
county
tells
us
Oh.
Matt
wants
to
do.
E
D
A
Believe
you
went
up
a
little
and
also
property
values
went
up,
but
the
the
county
tells
us
what
that
number
is
Kristen
and
I.
Kristen
doesn't
guess
that
right
yeah,
so
we
don't
have
any
control
over
that
and
they
tell
it
what
it
is
and
we
put
it
in
the
budget.
The
sales
and
use
tax
increase.
Now
the
budget.
For
that
there
is
nobody
telling
us
what
this
is
going
to
be,
and
we
don't
have
a
crystal
ball.
A
We
know
that
we're
going
to
lose
out
on
a
pretty
good
revenue
source
when
we
stop
collecting
sales
tax
revenue
on
Internet
service
provision.
That
is
part
of
the
reason
that
the
sales
and
use
tax
increase
for
2020
budget
is
less
than
it
was
for
the
2019
budget.
So
that's
one
item,
we're
expecting
a
hundred
thousand
or
a
hundred
thousand
more
interest
than
we
had
last
year.
Ambulance
charges,
yes,
I've.
C
Got
a
question,
maybe
I'm
not
sure
of
a
director
to
or
to
Kristen,
as
we
look
at
our
budget
book,
I
think
I
know
where
you
came
up
with
your
sales
tax
number
for
2020.
Look
like
you
were
essentially
taking
2018
numbers
increase
by
three
percent
and
then
three
percent
again
to
come
to
2020
and
then
knocking
off
a
couple
hundred
thousand
dollars
to
loss
on
the
internet
sales.
Is
that
a
fairly
close
Sara?
What
I
well.
B
B
When
we
did
the
budgeting,
we
looked
at
18
actual
and
then
we
we
are
projecting
the
3%
and
then
off
of
that
is
how
we
did
the
2020
budget,
so
yeah,
the
second
half
projection
for
sales
tax,
it's
kind
of
a
little
bit
of
what
we're
seeing
in
the
first
half,
but
also
a
little
bit
taking
into
account
2018,
second
half.
So
the
second
half
of
19
is
it's
kind
of
up
in
the
air,
but
we
do
use
what
happened
in
18
for
the
second
half.
B
C
A
C
A
Is
a
true
statement
so
and
we're
we're
also
expecting
an
increase
in
ambulance
charges
based
on
visiting
with
the
fire
chief
and
looking
for
an
increase
in
building
permits.
So
some
of
this
is
just
a
gut
feeling
about
what
we
know
is
coming
down:
the
pike,
what
we're
seeing
for
subdivisions
and
and
what
kinds
of
development
inquiries
we're
receiving.
Today,
it's
a
crystal
ball
and
it
is
an
estimate,
so
the
general
fund
personnel
expenses
are
going
up
fairly
significantly.
A
This
includes
salaries,
health
insurance,
retirement
contribution
and
insurance
premiums.
So
there
were
the
bet:
the
increases
in
2019,
where
we
added
a
street
maintenance
worker.
We
added
a
patrol
officer
and
we
removed
a
records
clerk
position
from
the
police
department
this
year
nobody's
getting
any
new
employees,
because
I
asked
every
single
department
head
to
freeze
their
costs
that
they
had
any
control
over
everybody's
budget
was
frozen
at
the
2019
level
and
part
of
the
reason
that
I
did.
A
That
was
that
we're
doing
a
wage
study
right
now
and
we,
we
believe,
based
on
some
pretty
good
evidence,
that
the
city
employees
are
underpaid
compared
to
other
cities
around
us,
our
size.
So
the
wage
study
will
tell
us
whether
that's
true
or
not,
it's
been
15
years,
18
years,
since
we
did
a
wage
study
and
it's
it's
well
overdue
and
I
want
to
pay
the
city
employees
a
fair
wage,
I'm,
not
trying
to
give
them
a
giant
bonus
and
get
ahead
of
everybody
else.
A
But
I
do
think
that
we
should
pay
the
city
employees
a
fair
wage
and
I
think
we
should
do
it
immediately
when
we
know
what
a
fair
wage
is.
We
should
make
those
adjustments
and
I
expect
to
make
them
right
away
as
soon
as
we
have
the
study
results
back.
We
won't,
we
don't
have
them
yet
and
we
won't
have
them
for
a
while.
A
So
Kristen
and
I
sat
down
and
really
positioned
by
position
gave
our
gut
estimate
of
what
we
thought
was
a
fair
wage
for
the
various
different
positions
as
well
as
we
could,
and
we
think
we've
made
a
fairly
accurate
projection
and
that
is
included
in
the
budget,
and
so
that
is
the
only
thing
that
accounts
or
this
growth.
Although
health
insurance
premium
did
increase,
but
we
are
budgeting
to
pay
the
city
employees.
What
they're
worth
and
we
think
that's
more
than
what
we're
paying
them
right
now.
A
But
we
are
adding
one
employee
to
the
zoo
and
the
reason
that
we're
doing
that
is
the
Zoological
Society
agreed
to
pay
that
for
two
years,
because
I
had
frozen
the
budget.
I
said
no
new
employees
and
they
just
had
an
accreditation
visit
and
they're
getting
severe
warnings
that
the
zoo
is
in
jeopardy
of
losing
its
accreditation.
If
we
don't
add
this
position,
so
that
was
very
generous
of
the
Zoological
Society
and
I
do
believe.
The
tightness
in
the
general
fund
budget
will
disappear
as
we
figure
out
ways
of
moving
forward.
A
Oh
Park
and
Rec
okay,
never
mind
the
the
zoo
personnel
will
be
in
a
different
fund,
but
there
are
no
new
employees
in
in
this
budget.
There
was
one
part-time
reduction
in
force
where
a
person
left
employment,
and
then
we
didn't
fill
that
position.
So
that's
a
makes
it
easy
when
you're
not
having
to
eliminate
a
position
with
a
person
in
it.
But
anyway
the
budget
and
increase
for
personnel
expenses
is
five
hundred
ninety
seven
thousand
five
hundred
dollars,
so
the
operating
Glenn,
maybe.
C
B
It's
the
same
percentage
that
we've
used
every
year,
just
because
it
kind
of
always
gives
us
the
wiggle
room,
I
use
around
the
10%,
and
we
have
some
great
years
where
we
don't
even
come
close
to
that
and
we've
had
a
couple
years
where
we're
right
at
that.
So
that's
kind
of
that
safety
net
just
because
health
insurance
is
one
of
those
where
you
have
one
bad
year
and
you're
right
up
at
that
ten
percent.
So.
A
Okay,
so
moving
on
in
the
general
fund
operating
expense
budget,
which
includes
rentals
maintenance,
supplies,
travel
and
training
utilities.
All
of
the
things
that
we
need
to
operate
now
we're
seeing
a
decrease
in
that
budget,
because
I
asked
people
to
stick
to
their
2019
budget
in
every
respect
and
then
and
no
new
ads
for
capital
improvements.
A
Now
I
want
to
explain
how
I
instructed
the
departments,
because
when
I
was
doing
that,
we've
been
working
on
the
budget
since
really
February
and
and
talking
about
this
wondering
in
suspecting
that
we
were
going
to
have
a
general
fund
issue.
I
didn't
know
what
the
revenue
projections
were
until
July,
because
we
we
wait
till
we
have
six
months
in
before
we
do
the
projections
of
revenue
so
prior
to
that
we're
working
only
on
expenses
and
I.
A
Tell
you
what
last
year
and
the
year
before,
when
I
did
the
budget
was
horrible,
trying
to
squeeze
the
requests
that
the
department's
had
asked
for
into
the
much
smaller
revenue
projection?
I
was
sick
over
it,
so
this
year,
I
said
just
assume
your
budget
is
frozen
and
then
submit
that
first
and
then
make
an
additional
request
for
what
you
really
need
to
have.
If
we
can
find
additional
revenue,
then,
when
the
revenue
projections
come
in,
if
I've
got
some
leeway
there,
I
will
be
granting
wishes
instead
of
cutting
requests.
A
A
The
increase
in
contribution
to
Watertown
development
company
of
a
hundred
thousand
dollars
out
of
the
general
fund
last
year
was
a
one-time
thing
and
transferred
to
the
airport
was
increased.
Last
year
a
hundred
thousand
and
the
transfer
to
the
Events
Center
was
decreased
by
fifty
thousand.
That's
because
the
Events
Center
is
the
appropriate
use
of
the
BBB
funds
as
our
Park
and
Rec,
and
so
last
year
I
took
more
money
out
of
BBB
to
put
toward
the
things
that
it's
meant
for
councilman
Roby.
The.
D
D
A
Thank
You
Kristen,
so
this
year
the
significant
changes
that
was
a
one-time
contribution
to
Watertown
development
company
does
not
appear
in
the
budget
again
this
year.
Okay,
now
this
one's
controversial
I
have
budgeted
a
decrease
in
the
fire,
hydrant
rental
fee
and
and
here's
my
thinking,
the
the
city
has
those
enterprise
funds
where
we
provide
a
service
and
we
charge
for
it.
So
we
take
our
sewer
enterprise
fund.
We
do
not
send
ourselves
a
sewer
bill,
and
so
we
don't
pay
a
sewer
bill.
A
We
provide
ourselves
with
sewer
service,
but
we
do
not
build
ourselves
for
sewer
service.
The
same
goes
for
garbage
service.
We
provide
ourselves
with
garbage
service,
but
we
do
not
send
ourselves
a
bill
for
that.
So
we
just
are.
Even
there
we
give
ourselves
those
services
for
free,
that's
an
advantage
of
having
a
city
owned
utilities.
A
We
don't
have
to
send
ourselves
a
bill,
then,
in
addition
to
that,
8
percent
of
their
budgeted
revenue
goes
back
into
the
general
fund
and
is
very
critical
in
helping
us
to
support
the
general
operation
of
the
city
for
the
non
revenue,
generating
departments
like
police
and
fire
and
library,
and
all
the
other
departments
which
cannot
support
themselves,
and
that's
a
perfectly
legal
way
to
do
that.
Now,
it's
a
little
bit
different
with
the
municipal
utility
enterprise
funds,
which
the
City
Council
doesn't
control.
A
We
do
send
ourselves
a
water,
gas
and
electric
bill
and
we
do
pay
for
those
services
just
like
everyone
else.
We
pay
what
is
due
from
the
amount
of
water
sewer,
water,
gas,
any
electric
which
we
use
and
then
the
municipal
utilities
court.
This
is
coincidental,
but
they
transfer
back
into
the
general
fund,
an
amount
which
is
almost
exactly
equal.
So
it's
about
1.3
million
dollars
that
we
pay
municipal
utilities
for
water,
gas
and
electric
service,
and
then
they
put
back
in
our
general
fund
that
same
amount.
A
It's
a
legal
thing
now
after
I
did
the
budget.
I
have
spoken
with
municipal
utilities
and
they
are
not
okay
with
what
I'm
suggesting
here
and
the
I've
talked
to
all
of
the
board
members
and
some
of
them
expressed
that
they
would
increase
the
transfer,
but
they
don't
want
it
to
come
by
not
sending
us
a
hydrant
bill
or
not
paying
that
that
we
would
continue
to
pay
that
and
then
they
give
us
a
bigger
transfer.
So
it
would
be
nice
if
municipal
utilities
would
come
to
the
table
in
the
same
way.
A
The
other
enterprises
funds
support
the
general
non
revenue
generating
departments.
That's
not
what
we're
asking
if,
if
we
ask
municipal
utilities
to
set
aside
8
percent
of
their
revenue
like
the
sewer,
Enterprise,
Fund
does
and
like
the
garbage
enterprise
fund
does
it
would
be
five
million
dollars?
We're
not
asking
them
to
do
that
at
all.
A
But
what
this
would
do
is
make
it
even
to
where
we're
paying
a
bill
but
they're
paying
back
putting
back
into
the
general
fund
the
amount
equal
to
the
amount
that
we're
paying
them
for
the
service,
so
we'd
essentially
be
giving
ourselves
free
electric
water
and
gas.
Now,
that's
not
up
to
me:
that's
not
up
to
the
council,
that's
up
to
the
municipal
utilities
board,
and
this
is
really
a
community
question
of
our
leaders
in
our
community
have
to
answer
this
question
because
the
general
fund
doesn't
just
belong
to
the
City
Council.
A
The
general
fund
belongs
to
all
of
the
citizens,
as
do
all
of
the
departments
within
the
city
budget,
including
the
municipal
utilities
budget.
So
I
know
that
they
don't
like
it
that
but
I'm
asking
them
for
amount.
That
is
significantly
less
than
the
extra
that
they're
making
above
their
budgeted
revenue,
so
they
were
expecting
excess
revenue
that
they
could
put
in
their
reserves
and
theirs
they're
generating
more
than
that.
So
this
will
not
affect
the
rates.
A
A
This
is
the
way
it
is
and
it
is
kind
of
out
of
your
hands,
but
as
a
community,
we
need
to
decide
what
we're
going
to
do
about
this
little
problem
that
we
have
with
the
general
fund,
because
sales
tax
is
just
not
keeping
up
with
our
demand
for
police
protection,
for
fire
protection
for
library,
service
for
engineers
and
finance
officers
and
all
of
the
non
revenue
generating
functions
of
our
community.
So
it's
a
pretty
big
deal,
and
this
is
definitely
not
the
end
of
the
conversation.
A
So
we'll
see
what
happens,
but
I
need
to
note
that
if
we
do
change
the
the
way
that
municipal
utilities
builds
us
or
transfers,
money
in
it
will
change
the
shape
of
the
graph
as
well.
So
that
needs
to
be
noted.
We're
also
increasing
the
transfer
to
the
park
and
Rec
fund
by
$200,000
and
we're
increasing
the
transfer
to
the
airport
fund
by
$200,000.
So
this
is
the
budget
for
general
fund.
A
Now
in
the
capital
outlay,
you
can
see,
there's
a
big
jump
and
I
that
deserves
some
explanation,
but
first
of
all
show
you
what
was
in
last
year's
budget.
The
significant
purchases
were
computers
and
software
snow
removal
loader,
with
a
blade
and
library,
books
and
materials.
This
year
the
budgeted
proposed
increases
are
even
more
toward
computers
and
software
police
patrol
vehicles
and
firearms,
which
were
cut
back
last
year,
Street
departments,
street
sweeper
$290,000,
a
street
department
tractor
with
side,
mower
120,000,
snow
removal.
Motor
grader
with
V
plow,
is
three
hundred
forty
five
thousand
dollars.
A
These
are
giant
expenses
and
snow
removal,
single
axle
truck
with
sander
and
plow
for
$160,000.
How
can
I
do
that
when
our
budget
is
tough?
We
also
have
a
forestry
tractor,
loader
and,
and
the
answer
is,
we
have
been
setting
money
aside
in
capital
outlay
for
these
purchases
and
we
have
money
to
pay
for
them.
So
it's
not
coming
out
of
the
revenues
that
we're
generating
in
2020
solely
most
of
it's
coming
from
money
that
we've
been
setting
aside
every
year,
like
we
do
for
our
capital
improvement
plan
for
the
next
five
years.
A
Eighteen
point:
eighteen
million
nine
hundred
seventy
two
thousand,
which
is
an
increase
about
four
point,
two
percent
and
how
this
all
patches
out
so
we're
there's
a
one
point:
nine
two
million
dollar
deficit,
but
one
point
one:
two:
five
of
that
is
capital
outlay
that
we
had
set
aside
in
years
past
to
pay
for
that.
So
it's
really
only
a
seven
hundred
ninety
seven
thousand
dollar
deficit.
But
again
this
is
where
we
project
our
revenues
conservatively
and
we
project
our
expenses
conservatively.
A
Our
expenses
will
be
a
little
bit
less
and
our
revenues
will
probably
be
a
little
bit
more.
So
this
is
my
comfort
level.
It's
just
shy
of
eight
hundred
thousand
dollar
difference
and
I
feel
pretty
good
about
that.
Now,
the
City
Council
may
want
to
extend
that
gap
a
little
or
they
might
want
to
close
it
a
little,
but
it
seems
like
a
big
number
but
I
think
it's
realistic.
So
it
really,
though,
reflects
a
freeze-
and
this
is
not
a
comfortable
budget
for
anyone.
A
Every
single
Department
feels
shorted,
because
I
tighten
that
belt
and
the
City
Council
last
year
and
the
year
before,
loosen
the
belt
a
little
after
I
had
tightened
it,
and-
and
they
may
choose
to
do
that
again
this
year,
but
I
have
frozen
everybody's
budget,
not
just
the
non
revenue
generating
departments,
everyone
you,
the
enterprise
funds
have
been
frozen
and
I
might
add.
If
municipal
utilities
feels
like
they
cannot
afford
to
increase
their
transfer
to
the
general
fund.
A
A
There
were
many
personnel
requests,
an
HR
generalist
start.
Usually,
a
rule
of
thumb
is
that
you
will
have
one
HR,
professional
or
human
resource
professional
for
every
hundred
employees.
The
city
of
Watertown
has
220
full-time
employees
and
another
80
full-time
equivalents,
so
that's
around
300
full-time
equivalent
employees.
We
should
really
have
three
human
resource
people
and
it's
a
lot
of
work
for
an
one
individual.
So
there's
an
HR
generalist,
the
IT
department.
Oh
my
gosh,
those
guys
are
amazing.
A
A
The
engineering
department
has
requested
an
increase
in
temporary
salaries
and
the
police
have
requested
an
additional
patrol
officer
and
a
part-time
record
clerk
and
an
overtime
increase.
The
fire
department
has
requested
a
firefighter
EMT
and
an
increase
in
overtime.
The
street
department
has
requested
a
street
maintenance
worker,
an
increase
in
temporary
salaries.
A
This
all
totals
550,
$1,500
and
and
I
will
tell
you
every
single
one
of
these
requests
is
valid
and
if
we
do
end
up
generating
more
revenue
than
we
think
I
think
we
should
add
these
and
I
would
like
the
council
to
work
with
me
to
prioritize
which
ones
we'll
meet
first,
because
every
single
one
of
these
employees
is
needed.
We've
been
on
a
non
growth
pattern
really
strictly
for
a
long
time
and
it's
we're
starting
to
crack.
A
You
know
we're
not
providing
the
level
of
service
that
the
community
is
demanding,
so
I
think
all
of
these
requests
are
valid,
but
I
have
not
met
them
by
my
budget.
There
are
some
capital
outlay
requests
which
we're
also
not
met
various
information
technology
equipment,
which
is
computers.
The
police
department
requested
more
AEDs,
garage-door
tables
and
equipment.
A
Ambulance
equipment
has
been
requested,
library
has
requested
carpet,
chairs
and
floor
scrubber
I
know,
although
it
wasn't
written
in
the
budget
book
that
they
would
like
to
increase
the
budget
for
books
because
that's
been
severely
cut
back.
The
Building
Services
has
requested
a
new
vehicle.
I
mean
the
vehicles
that
we
drive
are
pretty
much
well,
some
get
the
castoffs
from
municipal
utilities
and
we
drive
them
until
they
die,
and
it's
not
always
the
most
cost-effective
thing
to
do,
but
we
don't
get
new
vehicles
generally.
The
building
services
vehicle
was
not
new.
A
When
we
got
it
and
it's,
it
really
needs
to
be
replaced.
So
these
total
208,000
additionally
well
I,
think
there
was
some
misunderstanding.
I've
had
staff
members
tell
me
they
misunderstood
what
I
meant
asking
them
to
come
back
and
request
additional
funds.
There
might
be
more
things
in
the
budget
which
aren't
listed
here
and
and
I
know.
One
of
those
is
for
the
it's
coming
out
of
a
different
fund,
but
I
heard
about
that
and
in
the
library
books,
I
think
there
was
a
confusion
there
as
well.
A
That
would
come
out
of
this
fund,
so
this
number
might
grow.
Actually,
if
the
department
heads
come
back
and
see
that
something
they
really
needed
wasn't
on
this
list,
but
anyway,
these
are
unmet,
needs
that
I
would
really
really
like
to
meet,
and
there
are
some
ways
I
mean
we
shouldn't
bury
our
head
in
the
sand
and
just
be
sad
about
the
revenues
not
keeping
up
with
our
new
lifestyle.
We
need
to
be
creative
and
figure
out
ways
to
generate
the
revenue
that
we
need
so
that
we
don't
have
this
problem
ongoing,
councilman,
Villar,
Sara,.
C
May
be
at
it
maybe
you're
gonna
get
to
a
time.
You
know,
as
we
saw
what
the
unmet
needs
were,
particularly
the
personnel
requests
and
we've
got
mostly
department
heads
sitting
there,
I
guess
as
a
councilmember
I'd
like
to
to
get
some
feedback
from
some
of
those
people
as
far
as
the
their
needs
or
their
you
know,
for
their
from
their
ops
or
for
their
side
of
it.
I
mean
I'm,
not
arguing
with
what
you're
saying
mayor,
but
I.
Guess.
I
would
like
to
hear
what
you
know.
Somebody
might
have
to
say.
C
F
I
know
Rob's
here
tonight,
and
his
streets
had
some
requests
in
there
as
well,
but
I.
You
know
just
from
working
with
them
and
some
of
the
other
Public
Works
divisions.
Over
the
last
year
before
we
became
a
unified
public
works
department
that
there
are
a
lot
of
maintenance
operations
that
go
unmet
throughout
the
year.
Some
of
those
include
some
of
the
street
maintenance
aspects
and
Rob
can
certainly
speak
more
in
tune
to
those
needs
and
some
of
the
demands
from
the
community
that
he
hears
about.
G
A
You
and
I
mean
it
sincerely.
Every
single
one
of
these
requests
is
valid.
There,
there's
not
a
frivolous
one
on
the
list
and
there's
probably
more
that
would
be
on
there
if
people
would
really
admit
it
and
and
I
do
have
ways
coming
up
here.
I'm
gonna
tell
you
about
how
we
can
get
back
on
the
right
track.
So
it's
not
all
doom
and
gloom.
I
am
hopeful,
I'm,
very
optimistic
that
we'll
be
able
to
meet
these
needs,
but
it's
going
to
take
a
concerted
effort.
A
It's
going
to
take
a
change
of
the
way
we
do
things
because
the
way
we're
doing
it
isn't
going
to
cut
it
forever
and
we're
not
in
a
situation
yet
that
we're
having
a
disaster
when
it
comes
to
our
budget.
But
if
we
continue
on
this
path,
we
I
could
see
that
we
could
get
there
at
some
point.
So
let's
not
pretend
this
isn't
happening
where
we
are
not
keeping
up.
So
how
else
can
we
fund
this
general
fund
for
these
departments
which
have
no
source
of
revenue?
I
I
want
to
support
Rob's
situation,
especially
I
think
we
kind
of
passed
you
over
last
year.
I,
don't
know
that
we
did
that
great
a
job
a
year
prior
and
I
think
from
an
equipment
standpoint,
but
also
from
a
personnel
standpoint.
I
think
we
have
to
be
really
careful
moving
forward
here
on
how
we
start
staffing
and
how
we
start
hiring
people
I
think
we
got
to
prioritize
these
things
in
public
safety.
Obviously
we
look
at
that
one.
That's
normally
a
priority
for
us,
but
I.
I
We
gotta
really
be
cautious
here,
I
think,
because
once
we
do
this,
this
is
going
to
stay
for
a
long
long
time
and
then
we're
already
talking
about
initial
additional
revenue
streams
for
the
community
and
I
hate
to
see
us
do
any
more
than
that
of
that,
then
we
have
to
do
right.
So
my
caution
to
the
rest
of
my
council,
friends
here
is:
let's
be
very,
very
careful
with
this
right.
A
And
and
what
my
suggestion
is,
if,
if
you
feel
that
the
$800,000
gap
between
revenue
and
expense
is
too
conservative,
and
maybe
we
could
go
nine
hundred
thousand
or
a
million,
then
we
could
throw
a
few
of
these
in
here,
but
also
remember:
I've
budgeted
756
are
60,000
coming
from
municipal
utility
and
they
they
may
say
no
and
if
they
say
no,
then
we're
gonna
double
the
deficit
and
I.
You
know,
I,
don't
know
that
we
can
add
any
employees
under
those
conditions.
So
yes,
chief.
J
Thank
you,
I
believe
I
handed
out
a
a
little
PowerPoint
for
everyone.
I
just
wanted
to
touch
base
a
little
bit
on
our
situation
at
Watertown,
Fire
Rescue
on
the
EMS
assignment
employee,
which
is
a
program
we
started
a
few
years
back.
If
you
notice
on
on
the
graph.
There
calls
by
time
of
day
you'll
notice
how
it
arches
up,
starts
at
about
6:00
in
the
morning
and
goes
to
about
7:00
at
night,
actually
about
9:00
at
night.
J
So
what
we
tried
to
do
a
few
years
ago
is
enter
into
there
our
system,
a
different
type
of
employee,
which
is
a
EMS
assignment
which
basically
focuses
in
on
on
the
ambulance.
So
our
goal
back
then,
was
to
add
an
additional
ambulance
crew
of
two
people.
Seven
days
a
week
from
7:00
a.m.
to
7:00
p.m.
this
took
a
special
type
of
schedule,
and
it
would
require
four
employees
when
it
was
totally
finished
when
totally
implemented,
and
it's
really
worked
out.
J
Well,
if
you
see
the
shaded
area
in
grey
right
now
that
that
that
shows
a
12-hour
schedule
that
we're
actually
running
on-
and
we
actually
have
two
employees
currently
scheduled
on
that
on
that
Pitman
schedule,
which
is
a
12
hour
schedule
7
days
a
week.
So
we
actually
have
one
EMT
extra
on
that
ambulance
and
that
really
provides
a
lot
of
extra
help
with
our
EMS.
Our
emergency
call
runs
our
9-1-1
dispatching
runs.
It's
really
showed
a
great
significant
improvement.
J
Over
the
last
five
years,
our
calls
for
service.
Our
analyst
calls
actually
maybe
jump
ahead
to
two
slides
there.
That's
the
time
of
day
so
I'm
on
this
one
right
here,
you'll
notice,
the
analyst
calls
for
service
increased
21%
over
the
last
five
years.
Also,
the
fire
calls
for
service
increased
thirty
five
percent
over
the
last
five
years.
So
that's
just
kind
of
a
little
little
graph
on
how
busy
we
are
getting
over
the
last
five
years.
We
actually
have
a
running
over
5,000
calls
for
service
right
now,
so.
J
It's
that
time,
okay,
this
slide
here
and
I
won't
take
much
every
time,
you'll
notice.
In
2016
we
we
were
running
at
100
mm
now,
almost
100
3,000
dollars
in
overtime,
you'll
notice.
In
2016
we
implemented
the
first
40-hour,
EMT
and
20:17.
On
the
very
start,
we
implemented
the
the
second
40
our
employee,
so
our
ink
our
overtime
decreased
actually
about
32%
down
in
2018
down
to
69
thousand,
so
we're
currently
sitting
on
two
employees
and
we'd
like
to
eventually
get
to
four
employees,
which
would
really
help
us
out
there's
a
lot
of
times.
J
We
have
three
to
five
analyst
calls
within
a
20
minute
period
and
it
really
taxes
our
service,
providing
an
ems
support
and
stuff.
What
we'd
like
to
get
to
is
for
what
that
would
really
give
us
is.
We
could
run
two
concurrent
or
concurrent
calls
of
two
at
anytime
on
the
ambulance
and
never
accrue
any
overtime
from
that
also,
it
would
help
with
our
continuing
our
relationship
with
the
hospital
and
providing
inter-facility
transfers.
J
So
we
would
like
to
eventually
get
a
little
bit
closer,
as
we
said,
we're
kind
of
in
desperate
need
of
eventually
getting
there.
Our
overtime
is
creeping
back
up
in
our
call
volumes,
we're
not
sure
they've
kind
of
leveled
off,
but
we're
still
trying
to
recoup
from
that
that
increase
of
21%
over
the
years.
But
yes,
question.
K
J
You
know
our
people
in
these
things
and
haul
them
around
yeah.
So
that's
a
good
question
Bruce.
Basically,
it's
kind
of
a
national
trend
and
it's
more
people
are
using
emergency
services
now
than
ever,
and
you
know
we're
getting
to
be
a
an
aging
population.
The
baby
boomers
are
retiring
at
10,000
a
a
day
and
I
think
we're
seeing
a
little
bit
of
that,
but
it's
a
little
sporadic,
but
it's
kind
of
a
national
trend
that
that
our
EMS
calls
are
going
up.
A
L
Just
would
like
to
have
chief
add
a
little
bit
of
a
statement
about
how
much
work
they've
done
year
after
year
on
getting
grants
to
fund
equipment
and
some
of
these
other
things,
because
I
think
it's
important
for
people
to
know
that
you
don't
just
walk
up
and
say
you
know
we
need
money.
You
work
very
hard
at
looking
for
and
applying
for
grants
and
I
commend
you
on
that.
But
maybe
you
could
even
give
the
public
in
the
rest
of
the
council
a
guesstimate
as
to
how
much,
in
the
last
these
last
same.
J
L
J
I
believe
we're
averaging
about
70,000
roughly
a
year
in
grants,
and
that
includes
a
lot
of
our
training
that
we
provide
to
our
staff
is
from
grants.
Some
of
our
equipment,
Homeland
Security
grants.
We
do
so
a
lot
of
our
radials
and
our
air
packs
have
been
purchased
on
grant
grant
funds
and
so
we're
really
conscious
of
making
sure
we're
reaching
out.
Actually,
we
got
one
from
Firehouse
Subs,
a
one-time
grant
for
some
air
packs,
and
we
just
got
that
last
year.
J
We've
also
received
a
lot
of
grants
when
we
built
a
station
that
was
built
with
a
lot
of
grant
dollars,
so
we're
always
trying
to
improve
on
those
grants
as
much
as
possible,
so
mm-hmm,
the
only
other.
The
only
other
point
I
would
really
like
to
point
out
is
we're
very
proud
in
in
Watertown
of
our
eyes.
So
two
rating-
and
you
know
we're
right
there
on
a
bubble
and
we
would
sure
like
to
by
adding
one
staff
it
would
basically
improve
that
keep
us
on
track.
J
So
we
would
never
revert
back
to
a
three-act
or
80
1.99
I
believe
on
that
and
that's
just
barely
a
so
adding
one
staff
in
the
future
would
would
wouldn't
help
that
so
yeah.
So
there's
all
right
so
well
and,
like
I,
said
we're
we're
always
looking
at
that
making
sure
we
never
slept
back,
but
that's
just
a
benefit
of
adding
one
staff.
It's
it's.
The
main
reason
we
need
to
is
just
extra
help
in
EMS,
and
so
yes.
J
J
So,
basically
adding
a
adding
a
an
additional
employee,
we
believe
would
be
between
two
and
three
hours
between
two
and
three
hours
of
overtime
a
day
on
every
day
we
have
that
that
two-man
EMS
crew
scheduled,
and
so
it's
really
a
benefit,
reduces
the
overtime.
But
it
would
also
improve
our
ability
to
respond
to
cardiac
arrest
and
and
and
things
like
that,
as
as
as
needed
and
stuff,
and
it's
it's
really
a
been
a
good
program.
J
I
can't
stress
enough
hon
when
we
altered
those
schedules
and
put
them
out
of
on
a
40-hour
schedule
and
put
them
on
these
peak
hours.
It's
almost
like
putting
an
extra
bank
teller
around
over
an
over
noon
hour,
busy
times
or
an
extra
waitress
and
and
we've
we
started
doing
that
in
a
fire
service
and
eventually
that
adding
a
2-man,
an
extra
ambulance
during
those
peak
hours
would
really
be
a
benefit
to
us
and
and
it
would
really
make
our
operation
a
lot
smoother
and
a
better
customer
service.
So
I
guess
that's
a
month.
C
J
That's
a
good
question,
so
we
get
we
get
audited
every
five
years
on
that
and
it's
a
it's
quite
a
process.
It's
about
a
six
seven
month
process
getting
ready
for
it.
So
and
anytime
we
make
any
improvements
or
anything.
We
are
able
to
contact
the
ISO
office
and
and
like
say,
if
we'd
had
a
staff
or
our
pumper
or
something
that
would
would
help
improve
that
we
could.
We.
M
C
Because
I
know
I've
talked
to
enough
insurance
agents
and
also
saying
you
know
perfect.
You
know
personally
what
it's
done.
I
mean
that's
been
a
huge
savings
to
the
community
as
far
as
the
dollars
that
we've
saved
and
I
know
you,
you
pointed
out,
we
came
up
short
a
little
bit
in
that
rating
or
in
that
area
that
boy
I
hate
to
see
us
lose
that
rating.
Just
because
we
are,
you
know
a
person
short,
so
I
guess
I'm
wondering
if
we
were
to
add
a
person.
C
J
J
N
I'll
be
much
quicker
and
I'm,
not
as
pretty
without
a
tie,
apartment
sure.
Look
nice
I,
do
appreciate
the
the
mayor
and
the
work
that
she's
done,
and
the
transparency
that
she's
had
with
us,
especially
at
the
police
department,
and
we
recognize
the
budgets
are
really
really
tight.
We
are
grateful
for
the
council
for
giving
us
an
additional
officer
last
year
and
I
think
that
some
numbers
are
gonna,
be
coming
out
that
you're
gonna
see
the
benefit
of
it
because
of
the
training
and
everything
else
like
that.
N
It
takes
time
to
get
an
officer
out
in
the
street.
We
currently
still
sit
well
below
the
national
average
of
two
officers
per
1000
residents.
We
sit
at
1.6,
our
officers
are
responding
to
about
61
calls
a
day,
and
typically
we
have
set
a
minimum
mandatory
staffing
at
for
officers
on
a
shift,
so
on
a
12-hour
shift
from
6
a.m.
to
6
p.m.
and
6
p.m.
to
6
a.m.
we
have
a
minimum
of
4
officers
and
a
lot
of
time,
especially
today.
N
For
instance,
I
came
in
at
6:00
to
cover
the
shift
because
we're
short,
we
have
training
and
people
on
vacation
and
we
have
turnovers
so
we're
still
way
short.
Some
good
news
is
that
the
cops
grants
from
the
federal
government
are
reopening,
so
we're
really
looking
at
that
they're
going
to
be
opening,
hopefully
in
their
future,
so
we're
gonna
have
an
opportunity
to
apply
for
some
grants
to
fund
those
officers,
so
I
think
I
think
that's
gonna,
be
beneficial.
I
really
want
to
push
for
the
record.
The
part
times
records
clerk
they're
really.
N
N
A
I
will
reiterate:
every
single
one
of
these
requests
is
absolutely
valid
and,
in
spite
of
the
glue
meanness
of
this
I
want
you
to
know,
I
think
it's
very
possible
that
we'll
be
able
to
meet
all
of
these
requests
and
I
want
to
tell
you
how
so
move
on
here
there
we
do
have
options,
and
obviously
the
first
thing
is
to
reduce
our
expenditures,
and
we've
we've
been
doing
that.
We've
been
working
very
hard
at
that,
and
I
commend
the
staff
for
their
looking
for
ways
to
be
efficient
and
not
waste
the
taxpayer
dollars.
A
So
that's
a
no-brainer.
One
thing
that
we've
been
talking
about
is
adding
a
street
assessment
charge,
and
this
is
not
a
tax
per
se,
but
it
generally
goes
on
the
tax
bill.
This
is
a
tool
in
our
toolbox
for
funding
our
departments
that
we're
not
using
other
communities
use
this
tool.
We
do
not-
and
this
could
generate
quite
a
bit
of
Resident
revenue
without
a
whole
lot
of
impact
to
individuals.
A
So
if
we
charged
the
same
way
that
the
city
of
Sioux
Falls
charges
people,
it
would
be
on
the
average
about
eighty
five
dollars
a
year
per
property
owner.
So
that's
an
extra
fee
that
would
possibly
itself
pay
for
all
of
our
snow
removal
in
the
general
fund,
which
would
then
free
those
funds
up
to
add
a
police
officer
to
add
a
records
clerk
to
add
a
firefighter
to
add
an
HR
generalist.
It
would
could
single-handedly
solve
our
problems,
but
if
we're
unsuccessful,
we
need
to
be
thinking
about
all
of
our
options.
A
We're
looking
at
that
we're
also
looking
at
adding
a
storm
water
utility
charge.
Again.
This
is
a
tool
in
our
toolbox
that
we're
currently
not
using,
and
we
are
probably
the
largest
city
in
the
state
of
South
Dakota
that
does
not
have
a
storm
water
utility.
Most
of
the
other
cities
have
one
already,
and
it's
typically
two
to
three
dollars
a
month
per
single-family
home,
so
thirty-six
dollars
a
year
and
that
could
go
on
your
utility
bill
or
it
could
go
on
the
tax
bill.
It's
done
both
ways.
A
Another
one
is
to
increase
the
fees
for
our
recreation
programs,
which
we
did
a
little
bit,
but
we
could
do
it
more.
We
do
have
low
rates
for
participating
in
our
recreation
programs.
So
that's
an
option
for
us
and
also
what
I've
suggested
is
an
increase
in
transfer
from
the
enterprise
funds
and
I'm,
not
suggesting
that
we
increase
the
transfer
from
the
sewer
fund,
which
is
already
not
charging
us
a
sewer
bill
plus
giving
us
8%
of
their
revenue
and
not
suggesting
it.
A
We
would
pay
it,
but
then
they
would
reimburse
us
so
we
break
even
that's
what
I'm
hoping
for
so
I
have
asked
for
that.
So
what?
What
is
the
potential
of
these
various
different
actions?
The
street
assessment
could
be
from
five
hundred
two
thousand
to
a
million
dollars
and
that
act
that
action
is
probably
the
single
best
direct
benefit
to
the
general
fund.
A
Stormwater
utility
is
right
in
there
three
hundred
thousand
five
hundred
thousand,
which
would
also
benefit
the
Capital
Improvement
Fund,
maybe
even
more
so
than
the
general
fund,
increasing
oops,
increasing
the
revenues
from
Park
and
Rec
fees.
That's
not
a
huge
one.
I
figured
a
one
percent
increase
in
fees
across
the
board
would
generate
about
fifteen
thousand
dollars.
So
three
to
five
percent
increase
on
our
rec
fees
would
generate
forty
five
thousand
to
seventy
five
thousand.
A
Well,
that's
one
more
employee
and
I
mean
it's
worth
mentioning
and
then
of
course,
I
have
already
factored
in
an
increase
in
transfer
from
the
municipal
utilities,
Department
again
a
community
decision
that
needs
to
be
made,
but
that
department
does
have
reserves
and
is
could
do
this
without
raising
rates.
The
total
impact
of
all
of
these
things
would
easily
pay
for
all
those
unmet
needs.
So
we'll
proceed
with
that.
Now.
The
next
fund,
oh
I,
should
point
out.
A
The
external
organizations
are
in
the
general
fund
and
a
lot
of
people
have
talked
about
that
they
are
frozen.
Just
like
all
the
other
departments,
every
external
organization
is
budgeted
for
the
same
amount
that
they
got
in
till
2019
s,
budget,
so
I
know
numerous
external
organizations
requested
additional
funding,
and
none
of
them
are
in
my
budget
receiving
additional
funding.
O
O
You
Sara,
can
you
go
back
to
the
last
slide?
I've
heard
this
a
couple
different
times
and
I
I
just
got
to
make
a
couple
comments.
Chilly
department
does
not
have
ample
reserves
and
excess
revenues.
The
rates
would
be
affected
and
let
me
just
explain
how
we
do
that
we
had
a
reserve
study
done
and
we
had
a
third-party
study
consult
would
come
in
and
give
give
us
this
study.
We
have
so
many
days
of
working
capital
and
our
gas,
water
and
electric
departments,
that's
our
minimum
reserves,
and
then
we
have
collected
over
that.
O
16
million
is
our
minimum
reserves
and
then
we
have
collected
over
that,
but
those
monies
are
actually
earmarked
or
some
large
projects
that
we
have
going
on.
One
of
them
is
the
15
315th
Street
substation,
which
is
a
four
million
dollar
project.
We
have
a
gas
project,
that's
coming
up
or
we
have
to
increase
the
size
of
our
tap
for
the
whole
community.
So
we
have
a
large
expenditure
dollars
that
one
could
be
five
million,
so
we
have
large
expenditures
coming
up
that
aren't
included
in
those
and
those
minimum
reserves.
O
So
maybe
maybe
a
little
bit
of
101
on
on
utility
rate
making
and
101
on.
You
know
our
funds.
For
example,
you
said
thirty
million
dollars
was
our
electric
fund
revenue,
30
million
revenue?
That's
that's
true,
but
seventy-five
percent
of
that
goes
right
back
to
Missouri
River
energy
services.
So
there
was
only
25%
of
that
that
we
have
to.
We
have
to
work
with.
So
when,
when
you
talk
about
charging
electricity
or
not
charging
electricity,
we
have
to
pay
for
seventy
five
percent
of
what
goes
through
for
our
wholesale
provider
right
off
the
bat.
O
So
it
is
a
cost
to
us
and
we
charge
ourselves,
electricity
and
natural
gas
and
water
and
we
get
charged
we
get
charged
for
our
sewer
and
we
get
charged
for
our
garbage.
So
we
have
to
charge
ourselves
because
that's
a
that's
a
that's
a
pass-through
from
Missouri
River
services,
our
wholesale
suppliers,
so
I
just
wanted
a
couple
comments.
A
O
I
also
make
mention
that
we
pay
for
our
natural
gas.
That's
a
pass-through
from
our
supplier,
just
like
the
electric
fund.
So
just
because
we
charge
X
amount
of
dollars
for
natural
gas
doesn't
mean
that's
all
profit.
Most
of
that
money
goes
right
back
to
the
suppliers,
so
that
was
just
a
couple
comments.
I
wanted
to
make.
I
don't
know
if
anybody
has
any
questions
for
me
or
not
I,.
I
O
O
O
C
O
C
L
O
A
I,
basically
just
told
them
it's
it's
up
to
them
and
it's
a
community
decision
and
they
have
an
important
decision
to
make,
because
if,
if
they
aren't
able
to
transfer,
we
got
to
find
this
money
somewhere
or
you
know
draconian
measures
to
make
the
budget
balance
and
I.
You
know,
I
I
will
reiterate.
I
do
believe
we
can
work
ourselves
into
a
better
situation.
The
other
funds
are
not
in
this
spot.
They're
not
and
we'll
get
to
those
we're.
A
They
feel
shorted
every
single
one
of
them
and
that's
a
terrible
position
to
be
in
I
I
would
hope
that
if
municipal
utilities
isn't
able
to
do
this,
which
is
not
coming
to
the
table
anywhere
near
the
extent
that
the
other
enterprise
funds
support,
the
general
government
functions
that
they
would
join
in
with
all
the
other
city
departments
and
freeze
their
budgets
and
don't
add
any
new
equipment.
No.
O
Comment
on
that,
we
do
that
every
year
we've
had
we
had
62
employees
20
years
ago,
and
we
have
61
employees
today,
we've
done
more
with
less
and
used
technology
and
that
kind
of
thing
for
those
numbers
but
20
years
of
66
to
reference
60
people.
So
we
only
really
budget
necessities,
the
highway
212
project,
for
example.
We
have
to
move
our
stuff
that
gets
in
the
budget.
We
don't
have
excessive
charges
and
and
I.
A
Know
you
don't
have
excessive
charges,
we
have
the
lowest
utility
rates
around
and,
and
that
goes
for
all
of
our
enterprise
funds
and
we're
very
proud
of
it.
I
don't
want
to
disturb
that
I.
That's
a
good
selling
point
for
us.
It's
wonderful
that
we
have
municipal
utilities,
it's
very
strategic
for
our
community,
but
it
is
part
of
our
organization.
The
municipal
utilities,
department
budget
alone
is
almost
equal
to
all
of
the
other
city
departments.
A
Combined
and
you
know,
that's
a
revenue
generating
department
and
the
other
ones
are
not
so
I
hope
that
the
board
will
I
know
they
will
take
this
into
deep
consideration.
It
I
know
it's
a
big
ask,
but
if
the
answer's,
no,
then
they're
going
to
be
impacted
just
like
everyone
else
and
the
other
measures
that
we
need
to
take,
because
we
need
to
figure
this
out
as
a
community.
A
M
We
really
need
to
consider
and
put
a
lot
of
weight
on,
but
as
the
community
as
we
continue
to
grow
in
an
hour
weird
fashion,
and
we
continue
to
add
new
road
and
we
annex
in
new
areas
where
we're
supplying
electricity
areas
were
we're
supplying
water
sewer
drain
angel
anytime,
we
add
a
utility
somewhere.
We.
D
M
Bear
in
mind
that
we're
going
to
be
the
one
that
inherit
that
cost
and
we
already
tried
to
conceive
this
year
because
we're
doing
a
you
know,
broke
projects,
but
every
time
we
grind
up
a
road
and
we
repay
the
road.
It's
a
big
expense.
Roads
aren't
cheap,
so
and
those
that
are
familiar
with
like
strong
towns.
M
So,
just
as
we're
considering
the
budget
as
we're
looking
ahead
here,
we
either
need
to
find
ways
to
fund
it
or
we
need
to
click
on
outwards
and
start
going
up.
But
it's
just
something
to
bear,
keep
in
mind
and
just
know
that
it's
not
a
sustainable
system
to
keep
doing
this
just
purely
off
the
general
fund
and
expect
to
still
be
able
to
grow
and
continue
to
add
roads
and
add
power
lines
every
time
we
do
that.
That's
a
new
cost
that
we
have
to
maintain
over
here
so
just
come
to
bear
in
mind.
M
K
O
C
O
Or
a
business
and
wants
to
come
to
town
if
they
have
to
annex
outside
of
the
city
limits,
they
would
pay
more
further.
Electric
utility,
not
the
rest
of
them.
Gas
water
would
would
remain
the
same,
but
they
would
pay
significant
amount
more
for
their
electricity
and
they
would
probably
decide
to
find
another
another
site
or
another
city
or
another
state
to
move
their
business
to,
and
in
my
analogy
with
that
is
is
they'll
say
a
manufacturer
comes
that
comes
to
town.
They
want
that
makes
green
widgets
and
they
do
their
due
diligence.
O
They
want
to
come
to
water
town,
so
they
pick
it,
but
but
they
have,
they
have
to
annex
a
chunk
of
land
in
and
they'll
have
to
pay
more
for
their
electricity.
Well,
they
find
out
that
there's
another
company
in
town
that
makes
a
similar
green
widget.
They
won't
be
able
to
be
competitive
with
that
company,
so
they
they
will.
They
will
decide
to
go
somewhere
else
unless
they
can
find
a
spot
somewhere
in
in
watertown.
Now,
I
will
tell
you
that
our
service
territory
and
electric
site
is
larger
than
the
city
limits.
O
So
we
have
room
to
grow
without
ever
annexing
property
into
Coddington
Clark's
territory.
We've
only
done
four
annexations.
Two
of
them
have
been
with
Titan
one
with
Scott
into
Clark
and
one
with
Northwestern
in
the
last
ten
years.
So
it
doesn't
happen
that
often
we've
only
done
11
in
the
last
75
ever
since
1975,
so
the
last
45
years
or
wherever
my
math
is
there,
but
it
it'll
have
a
lot
less
of
an
impact
on
Watertown
and
it
will
on
a
lot
of
rest
of
the
state
and
I
know
it's
a
long
answer.
O
O
A
Why,
especially
those
are
citizens,
it's
a
it's.
The
six
of
one
half
a
dozen
of
another
I
mean
if
they
don't
pay
for
it
on
utility
rates.
They're
gonna
pay
for
it
on
other
user
fees
and
I
mean
it's
our
community.
It's
we
need
to
raise
this
money.
We
aren't
gonna,
do
away
with
our
Police
Department
we're
not
gonna
do
away
with
those
departments
which
don't
generate
revenue.
We
need
to
figure
out
how
to
generate
revenue
and
it's
got
to
come
one
way
or
another,
not.
P
D
B
A
B
I
think
for
clarification
on
that.
We
have
made
it
through
the
general
fund,
because
this
kind
of
is
all
tied
in
by
fund.
As
far
as
the
budget
goes,
I
did
want
to
point
out
if
there's
no
changes
at
this
time
by
the
council,
just
knowing
that
what
is
in
the
budget
before
you,
because
we
definitely
budget
off
of
the
expenditures,
the
hydrant
rental
and
the
street
lights
is
removed.
So
if
there's
no
changes
made,
no,
that
the
ordinance
that
comes
before
you
in
September
will
not
have
that.
B
That's
two
parts
so
after
hearing
from
utilities
in
regards
to
that,
if
their
board
would
in
turn
not
agree
to
what
is
before
them
know
that
that's
not
in
there.
So
in
January
we
would
be
having
a
supplement
to
the
budget,
which
in
turn,
is
that
700,000
that
we
then
have
to
figure
out
what
we're
gonna
do
with
so
I.
B
B
B
The
hearing
process,
the
only
time
that
we
take
a
motion,
is
if
you
have
any
change
to
what
the
mayor
has
proposed.
So
if,
at
any
time
you
want
to
add
something,
you
want
to
remove
something:
that's
in
the
budget,
that's
when
the
council
will
make
a
motion,
and
then
that
is
what
I
will
place
into
the
ordinance.
So
as
far
as,
if
there's
no
change
as
to
what
is
in
front
of
you,
this
is
what
you
will
see
on
the
budget.
Ordinance
I.
B
Yes,
so
if
you
want
to
do
like
the
mayor
stated,
it
would
be
a
motion
to
place
back
the
hydrant
rental
and
the
streetlight
budget,
with
the
increases
that
were
provided
and
I'll.
Do
that
I'll
put
those
in
based
off
of
what
they
said
and
then
I
will
offset
it
with
the
transfer,
which
then
in
turn
would
be
decided
by
the
Utility
Board.
L
K
L
L
L
B
B
The
current
one
before
you
does
not
have
either
one
of
those
expenditures
in
it,
and
it
also
doesn't
have
the
increase
of
the
transfer,
so
I
think
what
we're
looking
to
do
is
I
will
put
those
expenditures
into
the
budget
for
2020,
with
the
proposed
increases
that
utilities
provided
as
well
as
increased
the
transfer
in
from
utilities.
So
it's
still
offset
like
we
are
anticipating,
but
if
utility
board
would
not
approve
that
transfer,
it
doesn't
effect
the
expenditure
side
of
the
budget,
yeah.
A
C
C
B
Okay,
so
the
motion
is
to
increase
the
hydrant
rental
budget.
I,
think
that
was
a
10%
increased
by
utilities,
as
well
as
reinstate
the
street
lighting
budget
with
I,
believe
it
was
a
2%
increase
and
then
I
will
also
be
increasing.
The
transfer
in
from
municipal
you
missable
utilities
to
offset
that
whatever
the
increase
is,
which
should
be
around
the
seven
hundred
thousand
seven.
C
B
Now
that
you've
put
that
in,
you
won't
need
a
supplemental
budget.
What
would
happen
is
if
the
comfort
level,
because
we're
basically
going
to
be
760
thousand
over
what
we
anticipated
the
council,
may
need
to
determine
to
me
the
biggest
one
to
determine
is
what
are
you
gonna
do
with
the
wage
study?
Okay,
that's
really
your
only
thing.
That's
kind
of
your
major
increased
as
far
as
the
general
fund,
okay,.
P
A
So
here's
we
have
a
budgeted
increase
of
294
thousand,
which
is
about
seven
point:
nine
percent
in
revenues,
and
last
year
the
major
changes
were.
We
increase
the
terment,
the
transfer
from
the
BBB
fund
and
we
decrease
the
transfer
from
the
capital
improvement
fund.
So
I
felt
this
was
more
appropriate
and
I
still
think
it's
appropriate
this
year,
we're
doing
another
increase
in
transfer
from
the
general
fund
oops
that
went
a
little
fast
and
it's
two
hundred
ninety
four
thousand
is
really
not
huge.
A
B
A
The
outlay
is
a
pretty
big
increase
from
last
year,
but
you
can
see
how
it
compares
to
years
prior.
It's
not
really
that
significant.
So
these
are
small
numbers,
so
they
a
a
big
fluctuation,
is
really
not
as
significant
as
you
might
think.
Just
because
this
fund,
isn't
you
know
that
big,
so
we're
talking
thirteen
thousand
dollars
for
things
here
and
twelve
and
I
really
didn't
want
to
get
into
the
weeds
on
these
type
of
items.
C
You
back
up
a
slot
another
slide
right
there,
the
the
golf
course
turf
line,
bribe
Ettore
roller,
which
I
have
no
idea.
What
that
is,
Bizet
I
know,
we've
gotten
criticism
about
the
density
or
the
hardness
of
our
turf.
Is
that
something
that's
supposedly
gonna
help
that
situation
or
is
it
something
totally
different.
M
Q
Now,
Glen,
what
the
turf
rollers
are
actually
on
our
real
Moore's
there's
a
black
roller
that
actually
grabs
the
grass
puts
in
the
basket.
This
has
no
bearing
on
the
greens
at
all.
We
actually
do
bring
it
up
fYI.
We
do
have
a
plan
within
the
next
two
or
three
weeks.
We
do
have
the
equipment
in
place
right
now
to
address
the
hardness
issues
that
you've
heard,
but
no.
This
is
strictly
I'm
a
maintenance
that
man
replaced
about
ten
years
and
they
just
they
fail
and
they
just
replace
so.
A
All
right,
the
there
were
no
requests,
not
met
so
happy
day.
The
Park
and
Rec
fund
is
much
happier
than
the
general
fund,
so
the
BBB
tax
fund,
the
bed
board
and
booze
third
penny
sales
tax
fund
is
next
and
I'm
on
about
page
108
in
the
budget
book.
If
you're
following
along
the
the
BBB
fund
summary,
we
have
about
a
forty
three
thousand
dollar
revenue
deficit,
which
is
actually
very
realistic
and
not
a
problem.
The
we're
expecting
revenues
to
increase
sixteen
thousand
and
expenditures
to
increase.
A
Fifty
four
thousand
there's
a
deficit
of
forty
three
thousand
again
I.
Think
that
will
come
out
in
the
wash
the
significant
changes
this
year
are
that
we're
increasing
the
Convention
and
Visitor's
Bureau
budget
by
sixty
six
thousand,
and
they
are
doing
something
that
we
were
contemplating
doing
in
our
own
staff,
which
is
to
add
a
sports
marketing
individual,
which
will
help
us
to
generate
more
tournaments
in
our
town,
which
in
turn
helps
us
generate
more
revenue.
We
have
all
these
wonderful
new
facilities,
and
this
will
help
keep
them
full.
A
C
You
and
I
have
talked
about
this
and
I
know
we,
as
a
group
in
the
past,
have
talked
this
off
and
on
and
Chris
and
you
and
I.
The
conversation
is
very
recently
about
adding
caught
a
marketing
person
whatever,
for
you
know,
selling
sponsors.
You
know
throughout
the
community
similar
to
what
Ryan
query
was
doing
for
the
Wellness
Center
in
the
softball
complex
I,
see,
there's
nothing
budgeted
for
that,
because
I
think
that's
something
that
would
have
probably
paid
for
itself
can
use
comment
as
to
why
that
is
not
being
considered.
This
time,
I.
A
Can
and
I
I
think
that
the
the
simple
answer
is
everyone's
just
too
busy.
We
thought
we'd
just
copy
someone
else's
job
description,
because
when
we're
having
those
conversations
all
Sioux
Falls
does
this
Brookings
does
this
yeah?
They
have
people
and
we
call
those.
No
cities
have
this
person,
so
this
is
similar.
What
the
CVB
is
doing
would
be
part
of
that,
although
it's
not
the
naming
right
type
of
a
thing
and
I
simply
haven't
had
the
time
to
sit
down
and
draw
up
a
job
description
from
scratch.
Neither
has
anyone
else.
A
So
if
someone
wants
to
take
a
shot
at
that
to
give
us
a
starting
point,
that
would
be
great,
but
so
far
we
just
haven't
done
that,
but
I
do
think
it
would
pay
for
itself.
So
that's
an
adjustment.
We
can
probably
make
at
any
time
once
we
could
get
that
done,
and
now
we
do
have
a
new
HR
director
that
will
probably
be
looking
for
extra
work,
so
she
can
help
with
that
right.
Julaine.
C
Q
A
The
Wellness
Center
Center
personnel
car
are
going
up
just
because
we're
hoping
to
implement
the
wage
study
results
and
we
have
budgeted
health
insurance
premium
increases
last
year.
Well
for
2019
we
did
add
a
janitor,
slash,
maintenance
worker
position,
but
we're
not
adding
any
positions.
This
year,
the
operating
costs,
including
rentals
maintenance
supplies,
travel,
training
and
utilities.
A
There
weren't
any
significant
changes
for
the
2019
budget
and
for
the
2020
budget,
there's
an
increase
in
computer
renewal
and
maintenance
and
an
increase
in
utility
costs,
because
utility
rates
are
going
up,
but
it's
not
significant
the
capital
outlay.
Last
year
we
spent
an
extra
forty,
eight
five
or
put
that
in
our
budget
for
exercise
equipment,
we're
doing
a
similar
thing
for
2020
and
plus
we're
hoping
to
insulate
that
outside
water
slide.
A
It
forms
ice
in
winters
like
we
just
had,
and
then
it's
not
safe
for
kids
to
go
down
because
ice
is
like
a
blade,
so
we're
hoping
that
insulating
it
will
help.
There's
a
lot
of
warm
air
circulating
through
it,
and
if
it
was
insulated,
we
don't
think
that
will
happen.
That
was
not
supposed
to
happen.
They
told
us
that
would
not
happen.
Councilman
Bueller!
That
is
correct.
We
wondered.
L
H
A
It's
nice
to
have
benchmark
form
and
tone
worked
out
well
for
us
other
questions
for
John.
Releasing
here.
Alright
I'll
keep
going
the
Wellness
Center
revenues
were
are
expected
to
be
one
point:
five,
nine
and
million
and
expenditures.
One
point:
five
five,
so
we
are
very,
very
close
and
slightly
in
the
black,
which
means
that
our
revenues
are
just
slightly
higher
than
our
expenses,
and
this
is
really
great.
Now
the
operations
balances
out.
A
D
A
A
The
Capital
Improvement
Fund
is
next
and
that's
actually
sales
tax
revenue
fund.
That
has
a
lot
of
leeway
for
us
and
we
there's
a
lot
we
can
do
with
that
fund
does
not
come
with
all
the
restrictions
and
loads
that
the
general
fund
does.
So
it's
a
little
bit
more
fun
to
talk
about
last
year.
The
only
significant
change
was
an
increase
in
sales
and
use
tax
that
was
expected
this
year.
We're
also
expecting
an
increase,
but
not
as
significant
we're.
A
Probably
the
main
big
difference
here
is
that
we're
expecting
a
1.2
million
dollar
grant
for
doing
the
3rd
Avenue
Bridge
and
we
haven't
received
this
yet
so
it's
a
projection,
but
we
think
our
chances
are
very
good
for
getting
it
now.
There's
an
increase
in
revenue
from
interests
and
some
other
miscellaneous
revenue,
all
in
all
a
20%
increase,
mostly
due
because
of
that
expected
grant.
Now
the
expenditures
in
the
general
fund
I
think
it's
good
to
compare
these.
A
The
significant
purchases
that
we
did
last
year
from
the
general
or
from
the
capital
improvement
fund
were
a
new
ambulance.
2.6
million
dollars
spent
on
street
improvements,
storm
sewer
and
flood
control
projects,
200,000
recreation
facility
improvements,
765
industrial
park,
700
42,000
debt
service,
3
million,
and
transfers
out
just
shy
of
1
million.
So
this
year
we're
buying
a
fire
truck
and
the
street
improvements.
A
Look
at
this
and
all
five
point:
1
million
dollars
put
towards
street
improvements
and
I'm
thrilled
to
do
that,
and
to
be
able
to
do
that
and
to
say
that
we
can
afford
to
do
that,
because
we
need
to
do
that
now.
We
have
excruciating
ly
obvious
needs
in
for
improvement
in
our
street
system,
so
next
year
we're
planning
to
tackle
quite
a
bit
of
them.
It's
almost
a
doubling
of
the
amount
of
money
set
aside
for
roads.
A
The
storm,
sewer
and
flood
control
project
budget
is
about
$750,000
recreation
facility
improvements,
625,000
and
industrial
parks
is
quite
a
bit
less.
Two
hundred
twenty
eight
thousand
four
hundred
debt
service
is
about
the
same,
and
this
is
our
bonds
and
that
amount
didn't
change
much
from
last
year
and
then
transfers
out
significantly
less
than
last
year,
which
is
part
of
the
reason
why
we
can
put
so
much
more
toward
roads,
but
it's
a
great
year
for
the
crap,
the
for
the
capital
improvement
fund,
that
increase
so
total
revenues.
A
Ten
point:
four
million
dollars,
which
is
an
increase
in
twenty
percent
of
1.7
million,
the
total
expenditures,
ten
million
four
hundred
fifty
five
thousand,
which
is
a
21
percent
increase
in
expenditures.
So
all
in
all,
it's
a
wash
with
only
a
sixty
thousand
dollar
difference,
and
so
before
I
go
on,
though
Heath
do
you
want
to
add
anything
to
this
or
I'll?
Let
him
talk
about
some
of
the
specific
things
that
were
requested
in
the
capital
improvement
fund,
yeah.
F
Thank
you,
madam
mayor
and
I.
Don't
know
you
know
how
much
detail
that
we
care
to
get
into
tonight,
but
I
did
I
can
give
you
general
synopsis
on
how
a
lot
of
these
numbers
were
derived
some
of
these
projects
in
the
CIP
II.
The
capital
improvement
program
that
are
funded
by
the
Capital
Improvement
Fund,
obviously
are
the
usual
routine.
Annual
projects
are
overlay,
our
neighborhood
street
repair
projects
and
things
of
that
nature.
F
So,
for
instance,
if
you
look
at
page
119
and
the
request
for
fiscal
year,
20
it's
about
the
center
column
there
right
at
the
top
you'll
see
four
hundred
thousand
for
crack
ceiling
and
steel
coating.
That's
a
common
number
that
we've
used
the
previous
years
and
we've
carried
that
over
into
the
next
year.
The
next
line
down
you
see,
$85,000,
that's
for
the
long-term
transportation
plan
update
the
line
down
after
that
is
Street
improvements.
That
is
our
annual
mill
and
overlay
project.
F
I
wanted
to
note
that
that
is
one
of
three:
what
I'm
calling
payment
management
system
projects,
so
we
have
a
PMS,
a
B
and
C
schedules,
a
B
and
C
that
we
would
anticipate
running
every
year
from
here
out
the
payment
management
system.
A
would
always
be
the
mill
and
overlay
project
for
roughly
nine
hundred
thousand.
C
F
Bridge
is
in
dire
need
of
replacement.
I
will
say
that
now,
if,
if
we
could
limp
it
along
another
year,
if
we
happen
not
to
get
the
grant
I,
imagine
we
could.
We
might
have
to
look
at
put
in
some
more
restrictions
on
it.
I
am
fairly
hopeful
that
the
chances
of
getting
that
grant
pretty
good.
According
to
our
big,
our
bridge
improvement,
grant
program
score
that
we
have
I
believe
we're
in
the
60s.
F
If
I
remember
right
off
the
top
of
my
head
and
some
of
the
lowest
grant
awards,
this
last
go-around
were
down
into
the
50s,
but
the
higher
that
rating,
the
better
your
chances
are
so
I
think
that
we
were
going
to
have
a
pretty
good
chance
of
receiving
that,
but
you're
correct.
If
we
do
not
receive
it,
we
would
have
to
look
at
putting
further
load
restrictions
and
things
like
that.
F
A
P
It's
for
Rob
Rob.
Can
you
handle
this
kind
of?
You
know
it
sounds
kind
of
strange
to
ask
a
question:
can
the
city
handle
this
or
do
you
look
now
that
we'll
be
doing
a
lot
of
bringing
people
and
do
our
road
work?
If
we
get,
you
know,
take
the
bread
job
but
then
take
the
rest
of
money.
Do
you
have
the
work
force
for
that?
Actually.
G
A
Isn't
work
the
street
department
will
do
this
is
work
we
bid
out
every
year
and
the
the
street
department
does
their
maintenance
projects
and
we
we
did
not
increase
the
budgets
for
those
we're
doing
more
rehab
and
reconstruction
projects
that
we
wouldn't
be
doing
in-house
and
those
are
needed
projects.
You
want
to
add
to
that
Heath.
If.
F
I
could
go
back
to
councilman
Roby's
question,
just
just
to
add
a
little
point
of
Cleary
that
five
point.
One
three
million
does
not
take
into
account
that
one
point
to
grant,
so
the
net
expenditure
would
essentially
be
roughly
four
million.
Not
the
five
point.
One
I
just
wanted
to
point
that
out
for
the
record
as
well
right.
A
L
Kind
of
make
a
comment,
sure,
okay
and
this
a
little
bit
echoes
off
of
what
I
heard
Mike
say
about
growing
out.
But
every
time
we
add
a
subdivision
or
we
add
a
new.
A
A
L
That
you
know
eventually
seems
like
a
good
deal
up
front.
There's
not
a
lot
of
expense
with
that
road
for
the
first
10
years
or
12
years,
and
then
pretty
soon.
It
starts
falling
apart
and
now
I
think
that's
what
we're
fixing
right
now,
I
guess
one
of
the
things
that
would
help
me
feel
better
is
and
I
know
that
he'd
spend
much
really
looking
at.
This,
too,
is
when
a
contractor
make
develops
a
road
and
or
puts
a
road
into
a
development
which
will
ultimately
get
the
road
you
know
for
free.
L
What
are
we
looking
at
for
setting
standards
so
that
we're
not
replacing
them?
You
know
because
they're
only
2
inches
the
base,
and
you
know
whatever,
because
I
think
that's
the
problem
we
run
into
with
a
couple
of
these
situations
with
the
roads
just
crumbling
apart,
and
you
know
I
I'd
like
to
see
us
kind
of
take
advantage
not
only
of
using
roads
that
we
already
have.
L
F
Thank
you,
council,
owner
manty,
so
I
guess
in
my
mind,
there's
a
two-fold
process
there.
One
is
the
design
standards,
the
engineering
design
standards
right
now
we're
working
off
of
a
spec
book
of
engineering
design
standards
that
we
feel
are
fairly
appropriate.
They
are
not
formally
adopted
by
the
council
and
that's
the
document
that
we're
working
to
update
by
the
end
of
this
this
calendar
year
to
get
a
newly
adopted
form
of
engineering,
design
standards
and
those
engineering
design
standards
for
any
development,
including
our
own
construction
projects.
F
The
second
effect
that
we
have
in
place
regarding
the
development
projects
is
to
have
a
little
larger
presence
during
the
construction
phase
of
the
development
projects,
and
that's
something:
I've
started
to
work
on
with
with
Colin
and
some
of
his
staff
as
far
as
their
engineering
technicians,
making
random
checks
on
the
construction
phases
of
the
developments
and
to
ensure
that
we're
getting
those
minimum
specs
met.
It's
one
thing
to
design
to
them
another
thing
to
carry
it
out
through
the
construction
phase
and
that's
kind
of
a
two-fold
effect
that
we
try
to
make
that
happen.
A
B
I
do
have
to
jump
in
and
just
point
one
thing
out
too,
as
we're
talking
about
the
Capital
Improvement
Fund
the
conversation
about,
if
we
can
continue
to
maintain
this
type
of
budget
for
our
roads,
I
think
as
of
now,
we
can
the
other
component,
though
of
the
capital
improvement
fund.
That
is
very
important
to
remember
is
that
holds
the
majority
of
the
city
debt,
so
mixed
in
to
that
number.
B
When
you
look
at
this
you're
looking
at
the
budget,
not
only
of
our
improvements
for
that
year,
but
remember
currently
in
this
budget
you're,
seeing
it's
a
little
over
three
million
dollars,
that's
going
to
go
to
debt,
so
any
future
action
and
choices
that
the
council
and
the
community
make
anytime.
We
increase
that
debt
there
again
we
increase
our
current
years
ability
for
those
capital
improvements.
So
I
did
just
want
to
point
that
out.
Okay.
A
So
if
we
bond
there's
debt
service
on
a
bond
that
comes
out
of
the
capital
improvement
fund
on
a
revenue
bond,
so
just
keep
that
in
mind
for
future
reference
in
your
back
pocket.
So
any
recommended
changes
to
the
capital
improvement
fund
not
seen
any
so
I
think
we
should
take
a
break
and
there's
walking
tacos
here,
please
let
the
City
Council
go
through
first
and
I.