HomeMy WebLinkAbout2009-03-04 TranscriptionMarch 4, 2009 City Council Page 1
March 4, 2009 City Council Special Work Session -Priority Setting 6:05 P.M.
Council Present: Bailey, Champion, Correia (arrived 6:25 P.M.), Hayek, Wilburn, Wright
Council Absent: O'Donnell
Staff: Lombardo, Helling, Karr, Dilkes, O'Malley, Lewis, Craig
Others Present: Gunn - UISG Representative
Priority Setting Process:
Bailey/ All right. Michael, Kevin?
Lombardo/ I guess, um, just to recap a little and...and kind of set the stage for why we're here
and what we're going to undertake tonight hopefully. Um, the initial budget that was
submitted to you all identified a sustained deficit situation and the need for permanent
reductions.
Bailey/ Can...I'm sorry, I didn't realize Mike Wright isn't here, so if...he just stepped out for a
moment.
Lombardo/ Oh, okay.
Bailey/ That was my fault. (both talking) Thank you. Okay. All right, let's...
Lombardo/ Um, so just to recap, um, you know, we've discussed over the course of the budget,
uh, work sessions and...and even since then, uh, the current situation with our budget, the
need for sustained budget reductions, and certainly with the addition of Fire Station #4
and the increase in operating costs, um, places further emphasis on the need to prioritize
our current services, and make some decisions about how to shift resources or reduce
expenditures, to be able to accommodate our budget for the foreseeable future. Um, I
apologize. We're having technical difficulties, but you have a spreadsheet in front of you
and, um, we were hoping to model, uh, as we discussed some of this, but the deficit
picture, just to kind of go through it, um, with Fire Station #4 we show a deficit of
$477,000 this year, growing to 767,000 next year, and then, uh, remember FY12, uh,
2012 is the year where we have that added pay period, so that the deficit increases to a
projected $2.2 million and then sustained for around a million to a million and a half, uh,
from FY13...uh, 2013, 14 and beyond and...and one of the things I want to emphasize
there is, unless something dramatic changes in the overall revenue picture, then the
deficit projections don't stop there. It's not as though that's going to self-correct,
and...and I guess I want to use that as the point for consideration a little bit later, about
trying to derive some understanding, acceptance about what it is we feel we need to cut,
and what this process over the next couple of months is going to...to bring us to. Um,
and so there are some things that I guess, or some questions and...and a dialog I'd like to
engage with you all and...is...is in terms of the level of engagement. I provided you
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some material, and really we don't have time in the course of three months to develop a
strategic plan and then to develop, you know, a system of prioritization that is custom-fit
to Iowa City. I mean, there's just not enough time to really do that, um, even if we were
to bring in facilitators and really...it's just too much to accomplish, and so because there
is such a need to get through this really in the next few months, I'm recommending that
we...we look at models, and I gave you one kind of "for instance." That's more or less a
guideline, and I want to get some input from you all in terms of your level of...of
engagement and...and involvement, uh, in...in identifying the criteria and those
categories that we think are important, and then the weighted amounts, and if you...I
would prefer and would presume that you would all...would want to be part of that think
piece and part of the development of that, and so that's a question. If I'm accurate in that,
then we need to schedule a few sessions, uh, fairly soon to go through. We'll lead you
through a process to...to help facilitate that dialog and come up with the end product,
come up with the ranking of the criteria and then the weights, and then you know go
through a validation process with you all to get to that. Uh, and that's best done through
kind of a facilitated, we'll lead you through kind of an exercise to help flush all of that
out. So...perhaps that could be the first point of discussion, are you all intended. on being
engaged on the front end to help develop those parameters for us?
Wright/ Absolutely! (several commenting)
Hayek/ I don't know, um, I...obviously Council plays a critical role in establishing, uh, priorities,
um, and policy direction but if that process means we...as Councilors sit around a table
with a essentially blank piece of paper, um, I don't have concerns about that, and maybe
I'm not understanding what the (both talking)
Lombardo/ Yeah, the...what I would entail is, if you go to the memo that was included in the
packet and just kind of the...the Fauquier County, Virginia model. We would...we
would go through a process to...to develop the criteria and many of them maybe similar
to what you see here. They maybe totally different. I don't know. That's...that'spait of
the process that we would engage in...and help come to that consensus, and build the set
of criteria that we are going to use then at the staff level to...to collect the data and
information and... and come up with, and then also, the waiting.. .
Hayek/ Yeah.
Lombardo/ ...structure, and then we would go through the process internally at the staff level to
fit our...our, uh, services and programs through this, or we would put it through this and
then come up with kind of the results, and then we would meet again with you all to
discuss it, validate the results, talk about what...what this is telling us to do or not do, and
then come to some agreement about...
Hayek/ Are you saying...
Lombardo/ ...how to use it.
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Hayek/ ...this example that you included from Virginia, I mean, are you saying it could be as
simple as a one-page template, like this is? I mean, is that essentially...
Lombardo/ Ideally, I mean, we can provide other, I mean, if we're going to go through this
process we'll provide other examples, and we'll help provide information in terms of
broader, you know, more selection of categories, so that...that you all have a better
understanding of how we might come up with these criteria.
Hayek/ Right.
Lombardo/ So that you're not having to think'em up on your own, um, certainly you could! I
mean, there's nothing to say that you can't, but we want to be sure that we make it as easy
a process for you all to...to...to fully engage in and come up with that criteria.
And...and if it's a matter of sitting around and trying to, you know, force you to create
the model, that...that's a tremendous amount of work and...and you know really not
necessary. There's other models out there that I think we can use and then through a
group kind of process, we can help you ferret out the ones that we think are gernlane to
us or not.
Hayek/ I mean, that...that makes more sense, uh, I worry about our, uh, about the efficiency of
delving into subject matter specific criteria, um, you know, more sort of...more objective,
global set of criteria that is short, applies to everything from A to Z.. .
Lombardo/ That's what we're looking for.
Hayek/ ...that you then take and apply and come up with...
Lombardo/ Exactly! And...and then that gives us, I mean, some measure of buy-in then. As the
results come forward, you know, we have some general consistency with what...what
we've set as...as a model to...to establish those priorities. Otherwise the other alternative
is for us to develop this at the staff level, go through the process, and run the risk of
coming back to you all at the end of the day, and saying okay here's what the model tells
us and...and how we would, you know, step forward with potential reductions, and you
all say well we don't agree with that prioritization or those criteria or...or the method for
getting there. So I think it's important that Council engages in...and plays a role in
developing those criteria, and the weighting, so that we know that they're consistent with
the broad, more global vision that you are setting.
Bailey/ Is there no department in the City that has any kind of ranking or rating, um, model at
this time?
Lombardo/ Not that I'm aware of, um, nothing that's been used globally, um...
O'Malley/ I believe the Library does a strategic plan every ten years.
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Bailey/ Yeah, well, the Library, I mean, many departments have strategic plans...but, I mean, I
was just wondering if there was anything that we could also overlay, and if there's
nothing internal...
Lombardo/ Staff are in the process now, departments, um, and...and are really looking at
identifying everything that they do. Um, every program, every service, anything that
requires funding and trying to come up with a very thorough list of, because even
embedded within certain services, there maybe aspects of it that we could agree globally
that, um, are less important than the main thrust of what they do, and I...off the top of my
head I don't have a good example, but um, you know, I want to make sure that we have as
granular of data as possible so that we're not making sweeping cuts to one area, if we can
effect...take pieces of it that we think mean...will be meaningful to reduce, and...and
then you know give us the ability to...to maintain some level of service, if we find it to
be important. So that...that's going to take a fair amount of work, and...and I think
having that....amount of granularity, level of granularity, is going to be important as we
really look at, uh, defining what we do and cutting, uh, some of those discrete areas.
Wright/ Yeah, but I think there's also, in addition to granularity with this process,
there's...weighted data that's supplied consistently. I think it's ultimately going to be a
more fair process, and staff are probably going to be inclined to see it in a better light.
Lombardo/ We're trying to make it objective.
Bailey/ Um, I think that also one of the things we should talk about when we talk about whatever
model we're developing, if we have a score and a weight, how we use the rankings,
because this has come up at the JCCOG level with, um, ranking for road projects, and is
the ranking a guide or is it...if it rises to the top with the number, it's it. So I also think
we should talk a little bit about our expectations. Do others agree? I mean, I just want to
get a sense...
Hayek/ It could be a pitfall.
Bailey/ Yeah.
Hayek/ Either way.
Bailey/ Yes.
Hayek/ Right?
Bailey/ Yes, but I think if we go in understanding everybody's...our collective expectations, of
how we're going to use such a model that we develop...it will be...I'll just say -easier
discussion -than if we all make assumptions about how we're using the tool.
Wilburn/ Well, I, um, I think the over-arching concern I would have is just that balance of, uh,
Council and staff involvement. If Councils not...I, uh, and this is nothing against any of
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you. I'm including myself in this. Uh, if Council does not have some involvement up
front, I...I can easily foresee something coming back to us and, uh, this is no good, and I
don't want to waste staff s time, um, because that can be very frustrating. Um, on the
other hand, uh, I'm in a...an interplay of bouncing back and forth. Council involved in
certain parts, staff taking direction from (mumbled), bringing back something to us and
then that makes sense to me, um, and uh, just the difficulties with some of the other
things that we have going on and...and uh, you know, I just, I just don't want to see us
get to that point where...the whole thing essentially is thrown out, and then there's
questions, you know, from the members of the public about, uh, you know, staff control
and all of that. So...
Lombardo/ I think my recommendation would be, um, that...that the results just be used, you
know, as a guide because there are a lot of things that you're going to have to weigh as
part of decision-making and...you know, in order to effect a certain level of reduction in
one area for instance we may have to eliminate something that, you know, you can't
section it out or...or you know, you need to have some level of discretion about how to
implement the results or what...what we're seeing and what we're going to suggest for
reduction. Um, certainly it goes without saying, you know, that you have a several
hundred programs and service points that probably are going to fall out, you know, of this
and they're ranked. It's unlikely that you're going to take something off the bottom
and... and propose reducing something off the top. So you know, you're going to be
looking at perhaps the...the bottom scoring echelon, but you need some discretion for,
you know, making decisions. You don't just take the bottom, okay, we need to cut "X"
dollars and let's work our way up the list. Um, and...and we certainly can provide some
level of guidance and input along the way, and...and help through those discussions, but
you know, just saying whatever, wherever the chips fall, here's the dollar amount and
then we'll work our way up the list, it may not...it may not be entirely possible. I
would...I would suggest to leave yourself that level of discretion, and not commit up
front to use it as a firm tool, but...
Bailey/ And I think we...we need to, that needs to be sort of a...an on-going discussion
(mumbled) I mean...
Wright/ (several talking) I think it would be tough to use a tool like this as an absolute,
without...without some context, I think you can end up making some...some less than
optimal choices.
Bailey/ But I've been in, I mean...you know, when I was in a funding situation, we would
perhaps score grant applications, and there was an expectation that those that scored
highest perhaps, I mean...if we say that we also have to set up that expectation very
clearly. That's all I'm suggesting, as well, so we get clear with ourselves and also we are
clear with staff and public, because you know, you know the game. If you get a higher
score, you're on to State finals. I mean, that's the rule, right? And so we, numbers mean
a lot. So...
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Wright/ I would think they would mean a lot in this process, but that doesn't mean they mean
everything.
Bailey/ And we need to be really clear, and make sure we're clear among ourselves. That's all I
was suggesting -not to get ourselves into a bind.
Hayek/ Yeah, I mean, I agree. I think it should be the expectation that the numbers will drive the
majority of this process, but if something scores a 94 and something scores a 93, as a
collective body we really think that the 93 has got to be our priority - I think we have to
preserve that (several talking)
Bailey/ I agree!
Lombardo/ Where the challenge will come is...is, if, uh, there's a series of reductions that's going
to eliminate perhaps part of a staff position, and then the...there's a piece of what they do
that ranks way up here, and the discussion becomes, well, we're going to cut other things,
and then you leave a partial position hanging, the question for us becomes, okay, can
we...can we staff that function or that piece of that current position with existing people,
or by moving things around. It becomes a logistic issue, and...and so unfortunately it's
not as...if we had just individuals who did very few things, uh, or very discrete things, it
might make it easier, but generally most staff complete a wide range of duties and
functions, and...and touch a lot of different things, and so that's where...that's where
some of the challenge and where some of the discretion might come in, in...in terms of,
you know, fully illuminating a certain program or position, as opposed to trying to
support, you know (mumbled)
Wilburn/ ...and several of the larger organizations in the community, I mean, they're going
through that now, you know, and the position will be, um, a...an FTE will be, um, a
position will be phased out. Some of the duties will be absorbed into other, I mean,
that's...the School District's going through that now. The University does that. It's..:
Bailey/ And how...what's the process the School District is going through?
Wilburn/ Well, um...
Bailey/ There's something we could learn there.
Wilburn/ And I'm not...I'm not heavily...I'm not the budget person. That's not my
responsibilities, but I mean, they're looking at, uh, at a public forum the other night, the
Superintendent announced that the range of cuts they're looking at over the next two
years, unless there's a change in spending authority, is like $6 to $8 million, and uh, it's
um, I...I think the Board gave some input, but um, you know, the Superintendent
(mumbled) is uh...his equivalent.
Champion/ Can I just say something?
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Bailey/ I was waiting for you to say something.
Champion/ ...inappropriate! (laughter)
Bailey/ You've been awfully quiet!
Champion/ Well, you know, in these times...the economy is really terrible. People are losing
their jobs. They're being laid off downtown, um, are we just nuts to talk about hiring ten
firemen? I mean, if we're determined to do this, then I think we've got to be willing, I
don't know, to cut ten positions. We're going to run huge deficits. We're getting
our...whatever they call that, reserve fund, down all the time. I think we've got a...I just
personally would like to back off of this for a few years, till things get better. I
just...we're...I think we're just saying...well, we're going to have to cut ten positions.
We have to staff this fire station. L ..I guess I'm not willing to do that to staff that fire
station. When we committed ourselves to that fire station, we did not have these bad
economic times. We did not have a flood. We did not have all these huge expenditures
that the City is having to put out. I just...I'm just going to put that right up front. I just
want to put it right up front. I mean, do I want to close the Library half time? Do I want
to get rid of Planning and Zoning? Do I, you know, I can't make those decisions. I...I
would like to see us continue because we have to cut anyway. We're already in a deficit.
We're already in a deficit, so it isn't that all this isn't important. But I think what the
public thinks we're here for is how we're going to fund ten firemen, and I...I simply don't
see how we can possibly do it. Unless somebody gives us a huge endowment.
Lombardo/ But, let me play devil's advocate to some extent to, um, it is up to us and this body
to...to discuss and set priorities for the City, and if our protective services are needed in a
priority, we do have to be able to make, I mean, it's not, there's no joy in eliminating
positions and reducing other areas, but...but cities have to be flexible enough to say, you
know, just because we've done all of this stuff for time immortal doesn't mean that...that
it's a reason for...as difficult and as challenging as these decisions are, it doesn't mean we
should just kind of keep on doing it, because.. .
Champion/ I agree with that. I agree with that. But I already see us in a budget deficit.
Lombardo/ Right. I'm not...I'm not advocating one way or another. I'm just, again, playing
devil's advocate because it is...setting priorities and really affecting services that are...are
meaningful to the community are, there's nothing easy about it, and in...particularly
when you have deficits, so I just wanted to raise that. I'm not suggesting you do or don't
proceed with Fire Station #4, or...or anything else. It's just...it's always going to be a
tough debate, um, and...and the process certainly is going to be difficult, um, because we
do have a deficit to take care of, uh, additionally, so I...I, again, I'm not trying to throw
you off that topic, Connie. I just...making (both talking)
Champion/ I mean, I just...I mean, I just think we already have a budget deficit, and I still want
us to work towards that goal. But I (several talking)
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Bailey/ ...from something?
Page 8
Dilkes/ No, I...I feel like one of my roles is to make sure that whatever decisions you all make,
you make...an informed one. And I just want to make sure that you're all clear that if
you hire ten firefighters, it is going to require you likely to terminate ten to fifteen other
employees. Now, nobody is saying that a prioritization process is not important. The
question is, do you take the firefighters out of that priority setting process? And what I'm
concerned about with this organization, is that message says to this organization, nobody
here, you've already made the decision that nobody here is as important as a firefighter.
Hayek/ Which is why twice before, in recent weeks, I have suggested that the fire station issues
be deferred, so that they can be taken up in connection with the prioritization process that
we're starting tonight, but we're really not get into in full until after the budget is adopted.
So that we can make just that decision.
Bailey/ So we can roll them into the process, versus...
Hayek/ Right.
Bailey/ ...we would by making the decision at the budget, probably do as Eleanor said. We
would be taking them out because it would be ridiculous to put them in and then take
them back out at a, in a process three weeks later.
Hayek/ Well, it allows us to decouple the two...the two decisions. It's easy to make a decision to
hire firefighters. It's, they're needed. It's a popular subject.
Champion/ Right!
Hayek/ It's hard to decide how you're going to get there, and...and who you're going to cut to get
there. And those are difficult decisions...there's an easy and a difficult decision, and I
think they should be made in concert, personally, but... so I hear you, Connie. I've
mentioned this now twice in prior meetings, and it hasn't gone very far.
Champion/ So you're suggesting we take them out of the budget and put them into the priority
hearing?
Hayek/ Yes.
Champion/ I could live with that.
Wilburn/ The other thing I would add, um, and I...I certainly agree that, uh, that's a statement
that Council will be making if we, uh, proceed with hiring and uh, firing. You are saying
that's a priority. Um, and that can be challenging. It can be destructive in an
organization. Um, I've made statements when, you know, you've said that...that uh, there
are...there are many ways to go about prioritization. One is, uh, I have felt, is the public
input through various sources, and including topics of elections and discussions
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that...that's, that's a...that's a partially informed decision. If we commit and complete the
prioritization process, within a year, um...I would be okay changing my position on that,
as long as we do that within the year, and then we go with it. That's not going to take
away from any discomfort, uh, if we're going to go through...we're going to go through a
prioritization process, and whether they...whether fire is included or not, um, some
positions are going to be discontinued. It's still going to be a point of decision, people are
going to be uncomfortable. They're not going to know whether they're losing their jobs,
again, I just point to some other systems that are going through that right now, the School
District, the University, so that piece doesn't necessarily go away. Um, and uh, while
there's, uh, and again, I don't know the full process, but I mean the proposals coming
forward in, uh, you know, the School District, I mean, that's part of that is, uh, based on
some past input from the Board, but staff and the Superintendent is proceeding
with...with some of those, part of that plan, after they developed it now. Um, so the
discomfort, the, uh, I mean, you see it going on. It's not just going around in this
community. It's going on around the state and...and around the country, so...um, if we're
not going to complete the prioritization process within a year so that, for the next budget,
we know that...then I would not be interested in...so, it's...for me, in order to change my
position about that, my belief that we...it's already been indicated through several ways
that, um, whether you agree with it or not, that...that uh, opening that fourth fire station,
which means hiring some (mumbled) that has been a high priority, uh, through
(mumbled) Council, um, but again like I said, if...if we don't finish the prioritization
process within a year, with changes, then I would not be willing to...to wait on that. Do
you see what I mean?
Hayek/ Yeah, I do, and...and I agree with you, um, it seems to me that even if you take the fire
station out of the O10 budget, these numbers are still awful, and we will be forced, uh, to
go through that process for the 2011 budget. Seems to me.
Wilburn/ Absolutely!
Hayek/ Um, and I would, I think it's critical that we have, uh, a product, a priority product in
place as soon as possible, and I wouldn't even want to put it off until the next budget
cycle. I'd like to get it done, and I think our intention is to hopefully get it done this
spring or summer. (several commenting)
Lombardo/ We've discussed this, uh, you know, our intention is to try and get this done by the
end of May, with then some expectation that then we would...we would talk about how
to phase in the...the reductions so that, you know, we're not going to wake up June 1st,
hypothetically, and say okay, we've identified all these cuts. Boom! They're
implemented, I mean, it's going to take time to transition and work with the organization
to...to implement so that we're not, you know, making rash implementation decisions.
So it's going to take a series of months or longer, and I think that we'll, uh, provide kind
of the platform for...for working off of the 2011 budget. Um, but the expectation's we're
going to get through that, and that's, I mean, that's why the process that we're...we're
discussing is so abbreviated, because we...we at least have heard that you all expect to
get through this quickly, and we don't have time to do that...that very detailed. I think
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we can do some surveying, get some feedback from the community, but we can't, I mean,
we can't lead a detailed, strategic planning, goal setting process to...to drive this, in this
short period of time. We've got to come up with something like this that we can apply
and do responsibly, and then...and then run it through the process and use that to make
decisions. Otherwise, we'll be at this for a year or more.
Bailey/ So, given that information, are...are you willing to roll in the, um (both talking)
Wilburn/ I would be willing to roll that into the prioritization process, with the...the expectation
that we were doing, we're doing this here within the, you know, the springtime like you're
saying.
Bailey/ Okay are there others who would be.. .
Wilburn/ Like I said, I mean, it's...I fully appreciate what it can do to an organization, but we've
got some, we've got some FTE's that are going to disappear and.. .
Champion/ No question about it! Even without a (both talking)
Wilburn/ ...and so that, so that...discomfort is going to be present in the organization, and it's
present around town and the state.
Lombardo/ And to further muddy the waters, um, we're...we've been combing through and
talking a lot about the...the stimulus package, and what's in there, and there is some
funding that is going to be...we don't know a lot of the details yet, but we're told that
there likely will be funding for vertical infrastructure and in particular fire stations, and
also then there is funding for potentially...for firefighter, uh, or well, cops. There's
another safer grant, um, that Andy's indicated maybe available. So there...at some point
that will come into play and we can discuss maybe how...we can use some of this to
extend, you know, to be able to accomplish the same, perhaps in...with Fire Station #4,
in a...in a different manner than what we've...because information is just now coming
forward, um...
Bailey/ So, I...I just want to hear from others, because we have three who are interested in
rolling this in, which is a very different sort of approach, um, so Mike and Amy...I know,
Amy, you just walked in. I mean...are you (several talking) yeah.
Wright/ Um.. .
Correia/ Then I can catch on to what we're talking about.
Bailey/ I think you're pretty caught up (laughter)
Wright/ Okay, since...this may be a question that's born at least partially out of ignorance, so
bear with. We have to have the budget, um, submitted in less than two weeks.
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Bailey/ We vote on it on Tuesday.
Wright/ Right.
Bailey/ Uh-huh.
Wright/ Um, if we leave the firefighters in, for the time being, there is nothing to say at the end
of the prioritization process that they could not come out, is that correct?
O'Malley/ That's correct.
Lombardo/ That's correct.
Wright/ Then I say leave 'em in.
Dilkes/ The problem is, that's...it's more complicated than that, because you are going...we are
getting ready to set a public hearing on the building of the fire station, and I'm...I guess if
you're willing to build a fire station and then determine later whether it will be
staffed...um, but that's an issue.
Wright/ Could that also not be deferred from the public hearing, or defer the public hearing
(mumbled)
Bailey/ ...Amy? Are you caught up?
Correia/ So, is the question whether we include discussing the firefighters as part of the (both
talking)
Bailey/ Why don't you restate, Matt, your position. We've, I mean, I know we've heard it, but
why don't you restate your suggestion.
Hayek/ Well, I think if you...I think if you, if we left the budget in its current form, and funded
the fire positions, and we moved forward with the fourth fire station that would still be
part of the prioritization process.
Correia/ Right. So is the issue whether we have the firefighters in the budget, that we're voting
on?
Bailey/ I think when we basically talk about it, because I'm hearing you say that by putting the
firefighters in the budget, we've already indicated our priority, that fire...staffing the fire
station and jump in if I'm...
Hayek/ Yeah, yeah, yeah.
Bailey/ By staffing the fire station, we've indicated that that's a greater priority to us, and we will
as a result, set that aside and look at everything else to enable this to happen.
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Champion/ Yeah, that's...that's well put.
Bailey/ And so the question that Matt has raised, and he's raised it before at meetings, is do we
pull this in, and do a full organizational prioritization...
Correia/ Oh, okay.
Bailey/ ...or do we say, these are untouchable. We'll balance it off with looking at a partial.
Correia/ I guess I would say...nothing's off the table. I mean, I think that we've been talking for
three years about that we have...that it's a priority to try and add in the fourth fire station,
and so we attempted to do that through our budgeting. That's where we indicate where
our priorities are. I think that the budget that we are, would be voting on...um, you
know, at the point that we're voting, everything's a priority, right, because we're voting on
it. We think all these things are a priority, and we're going to, we have committed to go
through a process of really thoughtfully going through everything, so I wouldn't say
anything is off the table. I...I think that the information...of, in that prioritization
process, but I also think that we, there is new and emerging data, information about the
stimulus package because I would say anything that's on the table we would
say...potentially is a priority and if we can fund it in another way, you know,
that's...that's apriority, you know, so, um, and the challenge then is identifying what are
things that if we can't fund another way, besides our General Fund, that we're going to
identify, you know...
Bailey/ I...I agree with what you're saying, although I have...I think I said before you came in, it
seems...like a questionable move, however, to fund ten positions, and then
with...through the prioritization process and perhaps take away what you did two months
before. It sends some unclear messages, and so, um, and I've...I've been a proponent of
slamming forward on this, um, but if people are interested in having a full organizational
prioritization, the position makes sense, is to...if you say nothing's off the table, by
approving it in the budget, it seems that we are sending a message that something is off
the table.
Wilburn/ Because you can't, you can't, uh, you can't...you can't approve a position, hire, and then
later in the spring, I mean...rip those...
Bailey/ And I'm real concerned about this, I mean, this is a process. This is also what we
communicate, through the process and also as we move into it, and I think that's going to
be critical, because our...our major institutions have to approach this very carefully,
because we...we're signals in the economy, probably more so than, I mean, a university,
a school district and a city, we are large employers, and we're a huge bell-weather and we
have to make sure that we're proceeding in a very careful manner, even if we are
concerned. So...I don't know.
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Hayek/ I hear what you're saying, but this is such a unique year, I mean, this is a year in which
every single recommended position, save the firefighters, is not getting funded. Um, it's
a year in which, even if we don't fund them, we're going to have to make, in all
likelihood, numerous staff cuts, um, it's a year in which we have lost something to the
tune of a million and a half dollars in interest income along, which would fund two fire
stations. Um, and it's a year in which, for the very first time in recent city history and
maybe perhaps ever, we're engaging, we're forced to engage in a prioritization process,
um, above and beyond the normal budget cycle. It's such a unique point in time for us,
financially, um, and...and I worry about the institution-wide impact, morale and
otherwise, uh, of...of adding those positions only a month or two or three before we
create this hierarchy, and I don't doubt that the fire station'll come out on top or almost at
the top, um, personally. Uh, but...and I also think that...aside from the morale and...and
those softer considerations, Imean my sense from staff is that it creates a real, uh,
challenge to...to do this, only to turn around and...and go through this process in May or
June or July.
Wilburn/ That's why I was just saying, as long as we're committed to doing that process, I'm
willing to...go, roll with those changing conditions this year that you're pointing out. I
do have a question, though, and, um, just thinking ahead further too. Um, in terms of,
um, at the point...after the prioritization process and we, uh, make adjustments and then,
uh, you know you would have to work with your department heads in terms of attrition
and absorbing and re, uh, structuring type activities, um...is it, I know some, uh, some
organizations will, uh, you know, if they give the pink out so some folks, they maintain
essentially a, uh, a priority list in terms if...if you know, if something comes through the
stimulus and folks are...a call-back list I guess is what, is that something that you would
take a look at?
Lombardo/ Yeah, I think we would always entertain, I mean, if the opportunity presented itself,
even if positions opened up elsewhere in the organization and we had given employees
who were ready to come back, they would be in strong contention for the positions, you
know, it'd be a matter of clarifying whether their skill set was...was applicable to the job
or not, I mean.. .
Dilkes/ ...picking up his microphone because we have union bumping rights, etc., etc., that kind
of...
Lombardo/ Depending on the positions.
Dilkes/ ...can really change the whole...
Helling/ Yeah, there...there are pretty strong bumping rights, and...and rehiring rights in the
contract, as well, within a certain time frame, um, the...the skills do come into play,
but...if...if there's any way that the case can be made that those skills are there, then the
contract (mumbled)
Lombardo/ Okay.
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Correia/ I mean, I certainly feel like we are talking about this priority...and maybe we're
initiating afast-track on this priority setting process because of the shape that the budget's
in, but I believe that as a Council we talked about, have talked about this over the last few
years of...of um, I think all organizations benefit from looking at...what the priorities
are. I mean, it's...the status quo, a status quo organization over a long period of time isn't
responsive to...to changing conditions, changing community, um, you know, lots of
different things - I'm sure I could be more articulate about if I haven't just worked 12
hours already today. Um, so, I mean, I certainly...I'm sensitive to issues in the
organization around fears about job losses, um, I think that there are ways to try and
manage that, for managers to manage that, knowing that there are a lot of things that are
outside, you know, outside the control of...of, um...of how people respond, but I mean, I
think it's appropriate, you know, for the Council to set priorities on services, within both
a year where part of it is due to we don't have...not being able to cover everything, but
also in a situation, in an environment of "there's going to be..."....There's dollars coming
down. We don't want to just scramble for every single thing. We need to prioritize -
what are...you know, what do we want to initiate, trying to find other dollars for. So I
mean, I...I think that...
Bailey/ Well, and the question really, I mean, came up about...I mean, it is...I'm maybe
oversimplifying it, but leave the firefighters in the budget, or postpone that, and go
through the prioritization and that fundamentally is the question. I mean, yes, I think that
the prioritization process is a good thing for any organization, regardless of budget
situations.
Correia/ Can...I think we leave them in. We don't hire anybody until we go through this
prioritization process. I don't know that...we're not talking about leaving them in, hiring,
and three months later laying people off because it didn't rank high, are we? Are we
talking about...
Lombardo/ What...what I think...let's put into context though what...what you're doing when
you adopt the budget, and really the...the bottom line is that you're setting a tax levy
for...for the coming year. Once said, you can adjust the budget as much, as often, and in
ways that you like, I mean, that's your prerogative. So I appreciate, you know, in terms
of the adopted budget, you are perhaps sending a signal in terms of what your intentions
are, but we adopt the budget frequently throughout the year and you all are at your
discretion able to adopt it however you see fit, so I guess there's...there needs to be some
soul searching in terms of what...what it is you're saying with adopting the budget,
because from our perspective, the bottom line is that we're...we're setting the tax levy and
in terms of how much money we're going to raise, be it different methods, but...but the
rest is up for discussion, uh, through you all.
Bailey/ Well, and L ..I've been the strong proponent of...of moving ahead on this, and I still
think that it will come out as a priority, but Matt, I was wrong. I think we should roll it
into the priority setting, and I think we should remove it from the budget. I mean, I just
think...I agree with Ross. If we're going to do this in the time, um, setting.. .
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Wilburn/ A timely fashion.
Bailey/ Yeah. We should do a full organizational priority setting. That seems the most fair way
to proceed. This is frightening enough to our community, and I think that that's the most
fair way, and I...I'm glad you brought it up again. Though I don't know what that means
for Tuesday, but.. .
Hayek/ What does that mean for you guys?
O'Malley/ Well, um, we could lower the, the tax rate, but that might bind you then, if you do put
the firefighters back in we might need that revenue. So we could just go ahead and adopt
it, and then make the amendments on July lst. We already have one amendment, uh,
pending, and that's the, uh, million dollars...that we're going to borrow from the Landfill
instead of taking it out of fund balance.
Lombardo/ ...minimum I'm going to tell them to slow the process for the construction,
absolutely, um...
Bailey/ When were we going to do the public hearing for that design? (both talking)
Lombardo/ ...they're getting ready to let the bids, um, so I mean, I...
Bailey/ And bids are good for how long? Sixty?
Lombardo/ Thirty or sixty...
O'Malley/ I was just talking to them today, and because of the stimulus package, they're going to
push it back a month.
Bailey/ Okay.
Dilkes/ Kevin, I just have a question. Can you...can you not change the tax rate, I mean,
just...in terms of paperwork-wise, take the firefighters out and just increase the surplus?
O'Malley/ Yes.
Dilkes/ I mean.. .
O'Malley/ We can...we can always lessen the budget. We can't increase the budget.
Dilkes/ Right. So I'm saying...
Champion/ ...keep the same tax rate.
O'Malley/ Right.
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Champion/ But take the firefighters out.
O'Malley/ Yes.
Champion/ Yeah, that would make me very happy.
Hayek/ Are you talking about the emergency levy? Or are you talking about.. .
O'Malley/ It's a combination emergency levy, and the, um, employee benefit levy.
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Lombardo/ Because remember, we juggled a lot of things around, including the debt service
levy.. .
Hayek/ Right.
Lombardo/ ...to get to where we are, and so...
O'Malley/ But, Matt, that's on the revenue side. We probably wouldn't touch that. We'd just go
on the expenditure side, and reduce the expenditures, and therefore, the fund balance
would go up. (several talking and mic feedback)
Lombardo/ Or the deficit (noise on mic)
O'Malley/ ...reduced.
Champion/ I can live with that.
Correia/ So what...was that a side conversation?
Bailey/ It was about bicycling.
Hayek/ So, what are we, uh, what are we doing here?
Champion/ We're going to take the fire (mumbled) but leave the (several talking)
Wright/ There's a consensus...I'm not really with that, but you all...
Champion/ I would leave...but I would leave the levy the same.
O'Malley/ That gives you the latitude to add back in.
Champion/ Uh-huh.
Hayek/ Now, once upon a time, you probably dust off your earlier versions, I assume you can get
to this by next week, with these.. .
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O'Malley/ That's correct.
Lombardo/ That's...
Bailey/ The advantage of computers, right?
O'Malley/ That's right. It's all computerized.
Champion/ I really appreciate this, Council. I was...I was really not going to vote for that
budget.
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Bailey/ I just really think that this is the most fair approach, and I'm very uncomfortable, um,
well, we're all very uncomfortable. We have a lot of hard decisions to make.
Wright/ I hope we hear loud and clear from the community.
Bailey/ We will.
Wright/ As to whether or not this is indeed a priority (mumbled) has made it a priority for some
time and...
Bailey/ But I think that what Matt said, and I...I think it will rise to the top and...and that seems
like also a more fair process. We have heard from the community. I think the
prioritization process will affirm that. I mean, I got an email today (several talking) don't
cut it.
Wright/ Yeah, I have never heard anybody say to cut it out.
Bailey/ Yeah, and (several talking) I understand.
Wilburn/ So, I apologize to...staff for your preparations, but again, I...if we, um, we...we have
to hit this this spring, and uh, um, so just apologize for the extra last minute (both talking)
O'Malley/ It's not a problem.
Wilburn/ And, uh, and I will reiterate that...that at some point, there's going to be...there's going
to be, uh, you know, some disruption in the agency. There's going to be anxiety. There's
still...there's still going to be anxiety and...and maybe the organization will feel that, um,
it was a more fair process, um, but we're not going to escape, uh, fear of job loss this
year.
Lombardo/ And...and we've heard your desire, I mean, I'm going to be looking at whatever
options come before us to try and make this happen, and we still...I see that as a clear
goal for you all and I'm processing, I have to say, this is (laughter) not on my notes this
evening, and so (several talking) talking about, uh, preparing for tonight, so I'm a little
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thrown off balance, but...(several talking) I'll adapt and uh, and we'll go. Um, shall we
get back to, I mean, I think we have pretty clear expectations for what you want to see
on...on Tuesday, and then how to roll this into the process. Uh, one of the considerations
that you all should make are, our revenue options on the table. Would...do you expect as
part of any prioritization process or fixes to (mumbled) deficit situation, do you want to
see recommendations for us on...on increased fees or...or fees that we do not currently
charge to help bring in additional revenues? Are other revenue options something you're
willing to consider, or...or not?
Correia/ Well I think one revenue option that came up at a...Council meeting was the fire
inspection fee for businesses.
Lombardo/ I think, I mean, I think we're not prepared really to talk specifically tonight. I
mean...
Correia/ But you said...
Bailey/ Sounds like you're interested in looking at the increases.
Lombardo/ I've started looking into that (mumbled)
Wright/ I think certainly if we, you know, if there were some other opportunities for (mumbled)
at least discuss it. (several commenting) I mean, I think, you know, as part of this
overall process, I hope we're going to be looking at just all-purpose cost cutting
throughout the organization and in ways, other than prioritization.
Lombardo/ Absolutely. I...I've, there are a couple departments already that, um, in terms of how
we utilize, uh, summer help in some other areas, looking at...wanting to look at, um,
how...are we efficient in terms of how we handle that service or not. It's a struggle,
given what's happening in some departments and um, you know, the loss of the
department director in one and you know, it's a challenge. We've got to be sensitive to a
lot of needs, but I do want to look at how we approach our service delivery and make
sure that we've looked at a lot of ways (mumbled)
Wright/ And any personnel costs that we can save along the way, as well.
Lombardo/ In your packet, um, you'll find an "at a glance" and I have a couple copies of the
memo that I sent out to department directors, kind of explaining what we're doing to
really scrutinize positions as well as travel and all the...so we are looking at that. Um,
question, and this...this will appear as a pretty straightforward question to answer, but
there...there are some strings with it, and...and that is, is outsourcing or privatization, uh,
something to consider? Should we be putting that on the table? Now, we understand that
there are a host of...of union and bargaining agreement issues to...to attend themselves,
so I'm not making any, um, supposition about what is possible or not. I just want to know
from you all in terms of philosophical position, is that something this community
and... and this Council are willing to entertain or not, because I don't want to spend a lot
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of energy and time looking at that, if it's not something philosophically you all are willing
to...to give much consideration to.
Wright/ Could I ask for some clarification on that. Outsourcing in terms of, um, taking work that
staff do here, and then removing those positions, or...(both talking) taking those positions
and utilizing them elsewhere?
Lombardo/ No, um, things that current staff do, hiring a company potentially to do for us and
eliminating positions. Or...or putting them, a combination of putting them to work in
other parts of the organization. I don't...I don't have a context for saying specifically
what would happen to them, but the ideal behind privatization is XYZ Company can
mow your lawns and empty your trash, or do whatever. We could potentially contract
with them at a lesser rate than what it costs for...and we'd have to see. I don't...until you
bid it, until you identify it, um.. .
Wright/ If we're doing this exclusively to save...to cut staff lines, I'm not sure I'd be interested in
that, but I don't know how other folks feel.
Champion/ Well, I philosophically don't like it; on the other hand, I'd be willing to look at it. I
think sometimes outsourcing does save you money. For maybe the wrong reasons. But
it...it does save money a lot of the time.
Wilburn/ I think some of the potential risks. You...there's certainly a quality control factor that
comes in, in terms of, um, you know, we've got folks in-house and we have a managerial
system for, uh, being...I think can be more responsive to, you know, some of the public
expectations about the, uh, services that we're getting. Um...certainly you want to, I
mean, you open yourself up to, um, I mean this could happen with just general bids and
things that we get, that uh, um, there's potential more, um, litigation or threats of
litigation involved if we have to hold someone that we outsourced to accountable, I mean,
I know we have contracts and things like that, but um, I'm just...I'm just throwing these
things out. Um, in terms of, um, you know, relationships with our unions, that certainly
can make things more, uh, challenging at times, or uncertainty, uh, your concern that
you're going to, uh, eliminate, um, you know, those so...what impact that may or may not
have on negotiations, you know, who's to say.
Correia/ I mean, I think...I can't just sit here and imagine anything that we would outsource that
we think we would be getting better customer service, I mean, better service to our
customers...to the people of Iowa City. I mean, I think that's...and of everything that we,
you know, how do we best provide the service in the most cost-effective way. I can't
imagine that outsourcing is going to get us as good a customer service as, you know, so I
mean, you know, something that would come to mind would be like billing, but just
because you know, lots of times billing happens somewhere else and maybe you don't
have a person, but I think there's a value for people to be able to talk to somebody here in
Iowa City related to bill, you know.
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Lombardo/ And we run pretty lean. I'm not even...I'm not even certain that we could bid
something out and save a tremendous amount of money, and...and you're right. I'm just
trying to get to the dialog. Is it something we should be...looking into or not.
Bailey/ I think philosophically Iagree with Connie, but I have...I'm not interested in exploring it,
on the other side of it.
Champion/ I'm sorry?
Bailey/ I think philosophically we're on the same place about this, but I think I'm coming
down...I'm not particularly interested in pursuing it. I would...well, it's...it's...
Champion/ We already outsource a few things. We outsource some (several talking)
Bailey/ Well, and L . .
Champion/ We outsource our towing (noise on mic) a tow truck!
Lombardo/ Let me...by way of example, and...and please, this is not a...a suggestion or an
attack on the City Attorney's office, but many municipalities outsource their...their
legal.. .
Bailey/ That would cost us more than...
Hayek/ ...used to outsource it to my father! (laughter)
Bailey/ We don't even want you talking about this! (laughter)
Lombardo/But having said that, I...I mean, the level of...of attention and...and professionalism,
and what we get out of on-staff legal department, you know, I'm not sure you can replace
by outsourcing. You can save money.
Bailey/ I've seen cities that outsource that. I don't want to be one of those cities.
Wilburn/ That's that quality thing that I was talking about.
Dilkes/ You won't save money. You might get someone better, but you won't save (laughter)
Wilburn/ I mean, because there, I mean, and I think there...there's public expectation for a
certain service, I mean, there certainly, uh, garbage pickup can be outsourced, you know,
not every city has, runs their own water, I mean, you...you...
Bailey/ But Connie's point about...it sometimes it's a lower cost for all the wrong reasons. I...I
want to make sure we're not...I mean, it's the philosophical issue, I mean, we pay
benefits. We pay good wages, um, and...and that's, I think that's...that's important for
me, and...and...(several talking)
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Lombardo/ I don't raise it from a position of advocacy, but I think we would be remiss by not
(both talking)
Bailey/ I agree. I think it's good to get everything on the table. So, are we in...Matt, you haven't
weighed in, or do you.. .
Hayek/ I would be open to looking at stuff. I don't want to...I don't want this to dominate, if we
did it, to dominate staff time. I think there's so much budget related to be done, um, but
I...I'm not opposed to looking at it, uh, because I...we're just talking theoretically at this
point.. .
Bailey/ And I think generally L ..I (both talking) yeah, I think generally, I mean.. .
Correia/ And I would say.. .
Bailey/ If we don't get down to that (both talking)
Correia/ ...right. I mean, I was saying as you're working with department directors to, you
know, not to say, no I... not to say if you have an idea about outsourcing that we would
say no, I mean, if that bubbles up, but I wouldn't say...we want you to spend a lot of time
at all sorts of staff levels looking into this.
Bailey/ Do you get a sense of the gauge -okay.
Lombardo/ And I'll tell you too, we've implemented kind of a...an employee, um, suggestion box
type thing, both electronically and then there's a physical box out there, so that, I've
already asked them to, you know, look under every rock. If there's a way to do things
better from...and I've got my first stack that I need to review, and see what's in there, um,
but yeah, we're looking at this from a lot of different angles, and...
O'Malley/ We, just to give you an example, the Finance Department has outsourced different
jobs over the last ten years. Used to have our own supply...office supply in the building,
and with the use of the web and...and Staples and all those people, it was senseless to use
up that space. So, next day service we get from, uh, Staples and Corporate Express. So
we got rid of that. We used to do our own printing. It got too expensive. PIP provides
pretty good, uh, printing, plus they... so that's something we've used in order to continue
to provide a good service, at an economical cost. And we have lost positions in our
department because of that.
Lombardo/ And as we implement the new enterprise accounting system too, that's going to allow
us to process for engineering and shifts and (mumbled) you know, the expectation is that
over time, you know, we maybe able to skinny up positions, or redirect them to do some
of the things that are falling off the table now. So I...we are, we're looking hard at the
organization and how can we...we really improve how we do business and...and make
sure that we're...we're able to stand behind what we do. Now, um, is there anything else
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that you...the next piece is probably going to be the hardest part, and I contemplated
whether or not to bring this up at the beginning or the end, and so we'll find out here
shortly (laughter) whether...whether my guess was a good one or not, but that is really
coming to some consensus, agreeing about what the goal is, and how much we will have
to cut. Um, I think it's...it would be very helpful to us to...to see if we can come to some
level of agreement about...about what it is before us that we're about to do. Um...and
you know, the spreadsheet that you have in front of you, um, helps paint the picture, but
it's not the entire story, um, I look at this and I look at the situation we're in and I...I...I
think that, um, without the fire station we have somewhere on the order of...of $500,000
to a million dollars that really should be cut over the next...year to 24 months. I mean, to
look at, and the way I say that is, you know, we can...we can decide that up front and just
start making cuts right out of the gate, or we can...we can look at a certain level of...a
comfort level of perhaps $500,000 to $750,000 and then have the next tier kind of
available in there, and then build in checks along the way to say how are we doing, as
our...as our broader revenue picture improved, are there other ways or other things that
we can do to...to allow us not to implement further reductions. I mean, you know, but
this'll be an ongoing dialog with...with some very clear checks back in, you know, in
terms of...before we move forward with additional costs, but I think at a minimum, um,
finding the solution for the next two years of deficit, um, is important and then really
looking at what does that mean in terms of the outlying years, and being ready to...to
implement the next wave of...of $250,000 to $500,000 in cuts somewhere in that range, I
would presume, if things stay markedly bad. (several talking)
Hayek/ ...from the perspective of, uh, reserve balance?
O'Malley/ I think that's what we had in prior to setting goals is, what level do you want the fund
balance to continually keep dropping off, where do you feel is a solid fund balance?
Hayek/ I mean, if we...if we drew a line in the sand on that, wouldn't that drive, uh, the
numbers?
Lombardo/ Absolutely.
Champion/ Well, I'm willing to drive a line, I'm willing to draw a line in the sand. (several
talking)
Bailey/ What's the line?
Champion/ I don't know what it is, but I think we have to.. .
Bailey/ Well, if even I get...am getting nervous, it's, I mean, and (several talking) comfortable.
Correia/ 17% is really the lowest.
Bailey/ 20...20% is probably getting to my, uh, palpitation level.
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Hayek/ Put it in perspective, in...from 2007 to 2010, it is going from, projected from 40% of
expenditures, down to about 20 at the drop of...of half, I mean, three years.
Bailey/ 20's my basement. For me, and I know others are.. .
Hayek/ Our policy says it won't be more than 30 or less than 15.
Correia/ 20's good for me.
Hayek/ I would...I could live with 20.
Correia/ Uh-huh.
Hayek/ And I...I'd like some input on...
Bailey/ But, I know that I'm basement, so I want to hear from others.
Wilburn/ 25 is where I was (mumbled)
Champion/ I like 25.
Hayek/ I...I....the more the better. (laughter) I mean, I believe in having as high a reserve
balance as possible, um, politically I don't know if we can get to 25. I would support 25.
Correia/ I don't know if I agree as high as possible, I mean, I think that (several talking) right
(several talking)
Wright/ I would be comfortable with 20.
Champion/ 20's too low for me. 25.
Bailey/ 22.5? Do I hear 22.5?
Hayek/ Can we get...I know it's...
Correia/ No lower than 20, around 25.
Bailey/ Yeah, ideally 25 (both talking)
Champion/ That's too easy.
Bailey/ No it's not, because if somebody like me is getting nervous when it's approaching 20, you
know that other people are like...(laughter) do something. (several talking)
Lombardo/ At 22% I'm starting to get nervous, um, I would...(several commenting) I'd be able to
sleep at night with 25.
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Champion/ See?
Lombardo/ Um...
Bailey/ Sleeping at night?
Lombardo/ ...I'm...I'm maybe four out of seven nights now with...you know, 22, um, and I
think I say 22 with the expectation that we're going to be working hard to...to try
and...and increase that, when time allows, um, I don't...22 worries me. We have another
flood event, I mean, a million and a half of fund balance gone this year, um, and...and
that is only because they declared a disaster and we were getting FEMA funding. I can
picture a fairly significant flood event where they don't declare, and FEMA money is not
coming, and we're in really deep. (several talking)
Bailey/ Yeah. Or...an ice storm or a small tornado or...
Champion/ Well, the big one...
Bailey/ Well, I think you have a range with this...20 to 25, and...
Champion/ I don't want a range.
Bailey/ You want to know what...
Champion/ ...aline in the sand.
Bailey/ And...then my question is, our policy is...allows us to go down to 15. Do we also want
to change that policy? (several talking)
Champion/ I never supported that policy.
Hayek/ You can't...if we go this route, we have to change the policy.
Bailey/ Yeah, well, put it on our list.
Hayek/ I'm supportive of 25. I would like to know... as, you know, in terms of our bond rating
and the risk of losing the triple-A, uh, level, um, can you calculate, estimate what the
odds are that it would, you know, how much we hedge against that by going (both
talking)
O'Malley/ I believe it's a significant amount, uh, there's three...(several talking) there's
three...yeah, there's three legs to the stool, financial stool. One of'em is your cash
balances. Second is how fast you pay back your debt. We've always had a ten year, uh,
repay, uh, repayment so that...that leg's pretty solid. The third leg is the local economy.
So, if you have a high fund balance and a terrible local economy, you'll probably still get
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a triple-A. If you have a low fund balance and a terrible local economy, you got a shaky
stool. (several talking)
Wilburn/ ...I've been looking for that answer for nine and a half years (several talking)
O'Malley/ ...they won't tell me either.
Lombardo/ What...what we don't know, and...and let's...let's kind of call it for what it is. What
we don't know is how they're going to hold Iowa City up in light of the rest of the country
who are struggling as bad, if not worse, than what we are. And so, if...if they hold up
what's happening locally in light of the broader economy, then we show some relative
strengths. Albeit we're in a tough spot, we do show some strength, compared to the rest
of the national market. Now, you know, they could...they could go through and
nationally say there's nobody that qualifies for triple-A bond rating anymore because
the...the broader economy is such a mess. I don't know that they'll do that. I do think
there's some level of comparison about relative strengths to other regions, but...but it
goes into that mystical box, and.. .
Wilburn/ There's also some that, uh, I've heard some bru-ha-ha about there, about just the...the
rating folks anyway giving the Wall Street and the market and (several talking) does it
really...their opinion really matter anymore. So...
Hayek/ ...objective if they're (several talking)
Lombardo/ So how...what do we, I guess, have to provide you to have you feel comfortable or
come to some decision about the level of cuts that we're going to target for this initial
round? Or...or to get to the end game, I mean, we can...we can bring up the spreadsheet
and...and plug some numbers in and kind of show you what that would mean, and that
would mean now you have to back out (several talking) model from before without the
fire station in?
O'Malley/ I can reduce, uh...the fire station is about $500,000.
Wright/ It would make sense to me to come up with, uh, cuts reflecting aworst-case scenario,
because you don't have to take them up to that level. We have priority setting in place, or
we will have, um...that way you...you save from having to repeat the process as numbers
change.
O'Malley/ That's correct, Michael. I thought I looked at it, uh, we have our working capital,
which is about 17 to 18%. We don't get our first payment until October, which is almost,
uh, 25% into the year. Okay, in the old days when I first started working, you couldn't
buy any capital equipment or do any large purchases until after we got our first tax
payment. Sometimes they even talked about borrowing money. So now you're paying
for your money. That's something you don't want to get into. So, 15% to 18% is the
threshold. Now you have...what do you have...you need money for opportunities that
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come knocking at your door, and for calamities that come knocking at your door. That's,
you know, that's gotta be a comfort factor to feel good with.
Champion/ Well, what are you suggesting? I mean, do we want to cut...you want to cut a half a
million in the next budget, in this budget year? Do you want to cut 750?
Lombardo/ My feelings are that...that based on the economy as we know it, and...and the
current world, um, that at a minimum a million dollars, somewhere between a million and
a million and a half really projected should be coming out of this budget because if you
look beyond FY14, you know, it...it's back on the climb, um, now I don't know that we
need to implement that level of cuts this fiscal year. I think if we were to look at
somewhere on the order of...what'd we discuss, Kevin? 750,000 initially, um, and even
phase those in and just keep...keep our eye on what is happening every step of the way.
Before we move on to the next progression or restart implementing additional cuts,
we're...we're having a reality check, and a discussion about it. It's that fluid.
Bailey/ And that's what I would...I want to jump in at some point. I...I marked this down
as...we do need our dashboard measures to check in. We kind of talked about that last
year. We never...we didn't do that. We didn't keep an eye on the budget like we had all
anticipated, but we need some...some short, clear, how-we-doing measures, and...and in
this process I hope we figure those out, and I hope we see those on a monthly basis, just
like any other policy board would. I know we see a lot of budget information, but we
need something that gives us a...
O'Malley/ ...dashboard the fund balance.
Bailey/ Yeah, well, the fund balance is among them. I don't think that that's the only thing.
O'Malley/ Well, that's what I was trying to figure out, because the fund balance is what
everybody talks about and is concerned about. How the...the other dashboard items
would be how well is the police department doing against what...we don't have a
strategic plan to say how they're doing against.
Lombardo/ We can...we can look at are...
Bailey/ Expenditures to budget.
Lombardo/ ...expenditures to budget. We can be looking at (several talking) revenues to
budget.. .
O'Malley/ We amend our budget based on our expenditures. It's almost fiction. If we're going o
spend another 100,000, we come to you with an amendment for 100,000. You approve it.
How does that...make a, make it a meaningful statistic?
Lombardo/ I have a...a couple, I mean, when I was formerly a finance director, I have a couple
quarterly finance reports. They were...they were just a couple pages of summary-kind of
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numbers. I think what you're all interested in is just something to respond to, to give you
some level of indication of...of where (several talking)
Bailey/ ....that...that cities use? I mean, certainly companies use financial ratios. What are the
measures, the financial ratio measures, that...that cities standardly use? We don't see
those either.
Lombardo/Because there's not.
O'Malley/ Well, no there are, there are actually. We use budget to actual (several talking) every
month.
Bailey/ ...revenue to liability ratios, you know, whatever, I mean.. .
Hayek/ We're kind of talking over each other here, why don't we...
O'Malley/ Yeah, we use budget to actual every month. We look at a...property taxes coming in
on a timely fashion. Our...our, if this is the, uh, third month of the year, have we spent
25% of our budget, etc., and we look to see if any of those are outside those realms. We
didn't know you wanted that granularity, per department.
Bailey/ I don't think that that's what...
O'Malley/ But then when you get down to what is the big picture...big picture, is what is the
fund balance. (several talking)
Bailey/ ...my checking account to tell me how I'm doing financially, and that's not as solid (both
talking)
O'Malley/ But no, I'm just saying the revenue, that spreadsheet showed you the revenue and
showed you the expenditures, compared to budget.
Correia/ I'm lost a little bit, I'm sorry, about how this relates to identifying priorities.
Bailey/ Well, I think that...I think that it's a...for me, it's akeeping-an-eye-on-the-ball. If we
identify priorities, but we're also identifying budget cuts, and we have to continually look
about how we're doing. Not about performance measures, but financial performance
measures. I mean, because we talked about watching that last year, and we didn't.
Correia/ Right, right, but I mean I, I mean I do think though, well, I don't know. I mean,
watching the numbers is...I mean, I think that's important for monitoring where you are,
but it doesn't give you a sense of...of...it's not necessarily a way of identifying what the
priorities are, how you know that you're...
Bailey/ No, it's a...it's a...I was thinking of a check in, I mean, in all this discussion process is
how are we going to continue to keep an eye on our...our financial numbers, and if
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everybody agrees that (both talking) right, but as a policy board, I mean, we should have
some kind of...that's a little bit more...we agree that these, I mean, and if it's fund
balance -it's fund balance.
Correia/ Right.
Bailey/ But...it's a little bit big.
Lombardo/ ...goes without saying we're going to come to you, immediately, but I think what
you're asking for is something on a fairly...and I've done it quarterly and it seems to have
worked, but if you're...(both talking) provide you something to respond to. I think I can
work with Kevin. I have a good...it's summary information that at least gives you, rather
than pouring through the...the volume of reports that we have in-house, I don't see any of
you doing that on a regular basis, but it's just key information. I can...let's, we'll come up
with some ideas and...and at a work session run it by you and say, is this what you're...
Bailey/ And if it's not important to other people, I'm fine with that. It's just something that helps
me, I mean, from my perspective, just helps keep a...
Hayek/ It is, but I feel like we're in excellent hands, and I think the...the fund balance number
really is the critical (several commenting) because you know what is in your bank
account does matter, and...and uh, because of opportunities and calamities that come
along, and with that being the starting point, um, we know what has to be cut to get there,
um, and I think we work backwards from that position.
Wilburn/ And I think...for me, it's...it's that the fund balance, because we're not like anon-profit
where we're not, where our income is fluid, um, you know, our...there's more of a rhythm
to our expenditures than there is to our income, plus there's...there's more, uh, um...this
may not be fair to the non-profits -there's more, um, regulatory oversight here, so I'm not
necessarily on a more regular basis. Now, if something unexpected comes up, then I
think we have a history of hearing that, you know, if...I don't know (several talking)
O'Malley/ ...expenditure. We cannot spend according to State law the money we (coughing,
unable to hear) to prepare for the flood, unless I came to you and asked you, do you want
to spend the $7 million to fix the flood. We have to have that authority.
Lombardo/ Over time, I...I have every intention of...of implementing a system of outcome
measurement for this organization and tying it to broad community indicators, that give
us the ability to say how are we doing, at any given point in time to...and reporting that
out to the public, so that we're being accountable when we're saying, we're willing to look
at ourselves in terms of efficiency and effectiveness, and...but that's going to take time,
and in this environment, it's not something, a project or a movement, that we're ready to
undertake. I mean...staff are getting, and I, are getting a little crispy around the edges in
undertaking that massive of...but I think there's some data that...a data summary report
that we can create quite easily, provide to you quarterly just so it's a mater of checking in
and it gives us a chance to dialog about organizationally how are we doing. And...and
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it's not, I don't see it as being overly burdensome. So we'll...we'll do that. I'll work with
Kevin. I have some real, I think, easy thoughts on how to get there and.. .
O'Malley/ Just from a historical perspective, we used to do that 20 years ago when we had a
strategic plan. We had outcome measurements. Once the strategic plan faded (mumbled)
reporting aspect. But we still do the financial reporting inside and present it quarterly
investment reports and budget (mumbled)
Lombardo/ So, getting back to...the mountain. Are you (several talking)
O'Malley/ I plugged in a half a million dollars all the way across, and you can see the bottom
fund balance page, on line 89, how it changed from what you have in front of you, for
FY10, it went from 22% to 23%, and FYl 1 from 23% to 25%. Unfortunately, that half
million dollars isn't enough going out. So it's going to have to be a number more than a
half a million dollars.
Lombardo/ And what's not reflected there, and I kind of opened up with that as part of the dialog,
is of the $3.5 million that we cut, there are things that we can put off for a little while, but
there's...there are some things in there, and...and I don't have a good handle on what
things. You know, it's going to take some work with staff. There are...there are capital
outlay projects, there's equipment replacement...there are things in there that has to get
done eventually. And so there...looking to the, to the low side is going to create added
pressure in outlying years to cut more, and so I would...I would, as Kevin suggests, I
would look at a number upwards of...about 750 to 1,000 or so, um, as an initial point of
reduction, and then you know, build in the mechanism, identify the volume beyond it,
and then through the prioritization, we can be ready to implement additional cuts, but.. .
Hayek/ Is your number 750 or is it higher?
O'Malley/ I think it's a minimum of 750.
Lombardo/ I think it's a minimum of 750. I think probably closer to a million would...would
give me the comfort level with outlying years that...that we have some breathing room.
Correia/ When you put 750 in your module, what happens?
Hayek/ Does this model assume, uh, inflationary change each year? (several talking)
Champion/ Might be deflationary this year!
O'Malley/ That's true! And, what this model doesn't assume is that the people we lay off, I'm not
sure...we're in what we call a reimbursement basis for, uh, unemployment. So we won't
probably be out from under that for another six months (mumbled).
Lombardo/ (several commenting) Now, keep in mind too, in the 2010, that surplus that's showing
there is...is a fallacy because that presumes that you're going to implement those cuts on
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July 1, and...and realize the benefit of them immediately. And that's not going to
happen. So, 2010...you know, um...(several commenting)
Bailey/ No, we'll never get there. (several commenting)
Lombardo/ I mean, we have a re...a fairly balanced budget without the firefighters. It's going to
come down to how we implement, if we implement them and when we implement
additional cuts, and...and so...
O'Malley/ And any revenue increases.
Lombardo/ Right. (several talking)
Hayek/ Let's decide on a number here.
Champion/ 750 to a million.
Bailey/ Well, we continue to advocate for alternative revenues at the state, but I'm not optimistic,
are you? Agreed? (mumbled) ...to authorize, legislatively authorize us to have other
revenue sources. Yeah, not (mumbled)
Correia/ I have 750...
Wilburn/ Well, and the thing is, as other counties adopt what's available, the fewer counties, uh,
you know, uh...it's time...it's time limited, but Linn County has a local option sales tax
now, and so we're, are we the only one now?
O'Malley/ Des Moines and us.
Wilburn/ Des Moines and us, so as fewer counties are impacted, there's less motivation from the
legislature to consider other alternatives, if you're not taking advantage of the options that
you have in front of you, so...
Hayek/ Does 750 get you guys where you need to be? To not sweat? As much...(several
talking)
Lombardo/ ...starting point, you know, it's...there's so much that is unknown. I think at 750
we're going to be - I just wrote myself anote -we're going to be looking really hard at
revenue options. To come and say, how do we make up the difference between 750 and a
million, and through possible revenue options, and really advocate strongly for...for that.
Um...
Champion/ Well, you can always (mumbled). I'm just, I won't get mad at you.
Hayek/ Can you put up a million?
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O'Malley/ Sure.
Bailey/ Starting in 11. Right?
Hayek/ Yeah, do...be realistic about 2010.
Bailey/ Yeah, I think (several talking) (laughter)
O'Malley/ The thing is, um...
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Lombardo/ And I have to say, I appreciate Kevin's and his staffs ability to pull this together
quickly. I mean, we could build a more sophisticated model where, you know, you're
controlling the variables up top, but it...it just takes time, and we haven't had that time.
(several commenting) (mumbled)
O'Malley/ Can everybody see the changes?
Correia/ Is the fiscal year 12 issue with the, is because that's where there's that extra pay period
or...
O'Malley/ That's that one extra payday that happens once every eleven years. (several talking)
Lombardo/ What did you reduce out of there, Kevin?
O'Malley/ I took a million dollars out of each year, starting in 11.
Lombardo/ How did we get to a surplus of 900,000 on 2013? Something's off.
O'Malley/ You've got more revenue than you have expenditures, that's why.
Lombardo/ Something changed (mumbled)
O'Malley/ We're showing (several talking)
Lombardo/ ...pixie dust did we just do, we just showed a, um, I mean we're showing a deficit of,
um (several talking) 2013...oh, in 2013 we show a deficit of a million dollars on the
spreadsheet that you handed out, so in reducing it, your expenditures a million, how do
you now come up with...
O'Malley/ Thirteen, yeah, so you should have a...
Bailey/ Kevin, remind me of the lag of the...of assessments and, so fiscal year 11 revenues
reflect what year assessments? 09?
O'Malley/ Yes.
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Bailey/ Okay, it's a two year lag.
O'Malley/ These others already have (mumbled)
Wilburn/ Well, 750,000 puts some tough choices in front, and staff is still aware of looking for,
uh, where can we get revenue, um.. .
Bailey/ I think 750,000 is going to be hard enough.
Hayek/ I would rather be pleasantly surprised, and plan for a little worse scenario. I would be
more comfortable with a million, starting in 2011.
Wilburn/ Well, the other thing I was going to say is, I mean, um, we're...going to be revisiting
this each, we're going to be doing this exercise the next couple three years. (several
talking)
Wright/ Strangely enough, Matt, I agree with you on that.
Bailey/ Me too!
Wright/ I'd shoot for a million.
Correia/ Hoping to be pleasantly surprised.
Bailey/ Did you want to weigh in?
Champion/ A million?
Bailey/ Hard target to hit.
Champion/ I say go for it.
Bailey/ Okay. There you go.
Lombardo/ Um, we're going to need some more, uh, time, uh, towards the end of this month or
early April, um, probably at least two, uh, I'll work with Marian, but to help facilitate a
process to get the...the criteria and the weighting done, um, and I think it probably needs
to be done in a half-day, plus or minus, session, um, not a lot of...not a lot of, um, you
know, overview kind of let's get pretty down and dirty. We know what we're there to do,
and we'll just target an exercise to really get through the process, as opposed to a lot of
the...the front-end kind of stuff that you'd often do in those types of sessions. Unless
that's what...if you want some icebreakers and things, um, but (several talking)
Wilburn/ ...calendar dates to Marian. So...
Bailey/ Yes.
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Karr/ I've got a number of'em, I guess, the other issue is the flexibility, because right now
there...with the exception of the 30th and the 31 st, I don't have seven of you here. For
any of it.
Bailey/ ...scheduled some stuff (mumbled)
Karr/ For any day or evening, except the 30th or 31st.
Correia/ Of March?
Karr/ Correct. If it's this month.
Correia/ Oh, this month.
Bailey/ Well, are we talking about dates now?
Hayek/ I don't have my calendar.
Karr/ No, just be sure to have your calendars. I'm just saying, and also let me know about
flexibility.
Lombardo/ If it goes (mumbled) I don't think is going to (mumbled) lot of work to do, internally,
so I'm...we're going to be...with what we need to do behind the scenes to get prepared
(mumbled) um, come April we'll need to have this summed up and able to (mumbled)
Bailey/ Do you have all you need...everything you need from us?
Champion/ I just have one more question.
Lombardo/ A lot. I don't know if it's everything.
Champion/ Did we settle on a 25% reserve fund? Is that what we settled on? (several
commenting) 25%?
Lombardo/ Uh, you said 20...22 is the...22 to 25 is the range you were hitting.
Champion/ I wanted 25. Ross wanted 25.
Bailey/ I think we said we needed to change our policy that the basement is...it's currently 15.
We need to change that basement to 20, and...the statement is optimally 25. I don't
remember how the policy...
O'Malley/ The policy is currently, is 30% optimum, and no lower than 15%.
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Bailey/ Right, and I think we need to restate that policy as optimal is 25 and no lower than 20%
is what I heard tonight.
Hayek/ Is the 15 under no circumstance less than 15? Can a...is that what the policy is? (several
talking) Is the...the 15 to 30 policy that we have in place right now, is that no lower than
15, no matter what?
O'Malley/ No, cause it...that's a goal. That's a...city goal (several talking)
Lombardo/ The challenge is with the policy there is, there are no triggers. There's nothing that
says if you get at...at 20% here is the things you're going to do to keep it from going...so
it is an expression of what you think is fiscal health for the city, but there's nothing in it
that causes us to rise...you know, or to put anything into action, you know.
Hayek/ I just don't know that it makes sense...if we say 25 is...is our optimal number, why have
20 on the policy. If you dip below 25, then it should be our goal to get back up, and we
should only...
Correia/ I think the idea is...I think the idea of having the range is because of situations where
you're going to go under, and so part of the...triple-A bond rating is that you're (several
talking) policies. I don't think we would ever want to say 25, and that's it, just because
there's going to be years we're going to go lower. We don't want the bond people to be
like...
O'Malley/ The policy also reads that if it goes over 30%, then we reduce the taxes. So there's a
trigger, so the question is, do you want a narrow range of 20 to 25%, or do you want a
range 10 basis points or 10 percentage points, or do you want 15 percentage points?
Wilburn/ I...I agree with Amy. There's a...part of it's an indicator, I mean, it's a goal for us.
Part of it's, uh, an indicator to, um, you know, the, you know, Moody's and stuff like that,
and there's I think, uh, you know, I mean, staff will as different things happen will give us
a major project that comes through, here's what it does to your, and then the other piece
is, uh, if something does come up of a major initiative and we have a matter of choice, if
there's a range there -well, like we did with the Library then, you know, it gives some
room to explain to the public and assure, both to the public and to the folks who give us
the credit rating, essentially.
Hayek/ Is it...anything above 30 tax relief, no lower than 20, optimally 25? Is that the right...
Correia/ And maybe there is something that is included that at 25% "X" will happen to...I
don't...I can't think of what...you would know what, that we.. .
O'Malley/ We'd spend more money?
Correia/ We'd save more money?
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O'Malley/ You see, when you set your tax rate, you can't stop the money from coming in. And
since (both talking)
Correia/ ...too low that there's a trigger for something.
Lombardo/ It's heading below a certain...(several talking)
O'Malley/ That's what the spreadsheets have been to let you know, here you know, is this a
problem? Is 20% a problem, I mean, that was the whole idea tonight is, what...where do
you want your fund balance?
Correia/ Right.
O'Malley/ If when you get down to 15%, you might have to borrow money to make payroll the
first quarter.
Correia/ Right.
Champion/ Yeah, thafd be bad!
Hayek/ Well, I'm open to whatever...makes the most sense. I think our goal should be 25%.
Correia/ I mean, I feel like we've just...was it last budget, or two budgets ago, where we
modified that to 20 to 30. I mean, I don't know that we want to be messing with it too
often. I mean, I don't know that that shows very much.
Bailey/ Did we modify it to 20 to 30?
O'Malley/ We reduced it, we put a ceiling on it. We had a floor. (several talking) We had a
floor, but we put a ceiling in it at 30%.
Correia/ Oh, okay. The floor was always 20.
Bailey/ Not 15?
O'Malley/ No, it was 15, the floor.
Correia/ Oh, oh, I see.
Bailey/ So, I think we want to...raise that floor, is what I heard tonight.
Correia/ I think we should keep it, I mean, we only changed it a few years ago, right? Adding
the floor...
O'Malley/ The policy's fine. I guess today, tonight was what's your goal.. .
This represents only a reasonably accurate transcription of the Iowa City City Council
special work session meeting of March 4, 2009.
March 4, 2009 City Council Page 36
Correia/ We want it about 25.
O'Malley/ Optimally.
Correia/ When it gets below 25, we want something. I don't know what it is.
Bailey/ More money.
Correia/ No, but I mean, we want some process that we're going to be paying close attention,
right, we want alarms, we want to then be looking at ways to make sure it doesn't go...
Wilburn/ I just think we get...we get that anyway. (several commenting) I don't think, I
personally don't think it needs to be stated in the policy.
Bailey/ Do you have everything you need? Okay.
Lombardo/ We have a lot.
Bailey/ You guys want to talk about anything else, or would you like to go home? Okay. Let's
go home. (several talking)
This represents only a reasonably accurate transcription of the Iowa City City Council
special work session meeting of March 4, 2009.