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From YouTube: Boise Airport Commission Meeting
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B
B
Thank
you
very
much.
We
had
quite
a
little
social
going
this
morning.
Just
you
know,
enjoying
seeing
everybody
in
person,
of
course,
getting
back
into
the
routine.
So
welcome
everybody
to
this
month's
may
meeting
of
the
boise
airport
commission.
Our
first
order
of
business
is
approval
of
the
minutes.
Do
I
have
a.
C
Good
morning
it
is
fabulous
to
see
everyone
live
and
in
person
today,
I'm
gonna
just
jump
right
into
my
director's
report
and
you
can
stop
me
if
you
have
questions
or
I
can
take
questions
at
the
end
whenever
you
prefer.
Okay,
my
page
down
does
not
seem
to
be
working.
C
So
we
have
had
some
runway
closures
in
the
month
of
april,
mostly
just
routine
maintenance
working
on
some
different
different
things,
but
we
have
had
quite
a
few
and
you
may
have
noticed
when
you
came
in.
We
have
some
new
cranes
up
for
the
parking
garage
that
is
continuing
to
move
forward.
The
test,
pedestrian
bridges
are
in
place
or
the
placement
is
in
progress.
C
Rather,
the
main
stair
tower
is
being
placed
for
the
concrete
walls
and
the
offices
insulation
is
being
installed,
so
we
are
making
good
progress
on
that,
as
well
as
the
employee
garage.
Both
of
those
projects
are
moving
forward.
C
We
are
working
on
taxiway
or
taxi
lane,
sierra,
as
you
may
recall,
that's
the
widening
project
for
the
new
cargo
facility.
Basically,
what
we're
working
on
right
now
is
the
sub
base
and.
C
Oh,
I
just
skipped
right
to
the
end
there.
That's
all
sorry
so
also
one
of
the
things
that
we're
working
on
is
a
sustainability
project.
It's
called
bail
and
that's
the
type
of
grant.
It
is
it's
a
federal
funding,
it's
the
voluntary
airport,
low
emissions
and
we're
using
it
to
install
some
ground
equipment
over
on
the
west
side,
so
that
way
aircraft
don't
have
to
idle.
C
C
So
I
think
everybody
knows
that
it
went
to
it's
being
appealed,
but
we
will
see
what
happens,
but
for
this
point
in
time
we
are
not
wearing
masks
in
the
airport
you're
welcome
to
if
you
would
like
to,
but
it's
not
required
parking.
C
C
So
even
though
we've
added
almost
700
spaces
over
you
know
the
last
few
months
by
relocating
employees.
C
We're
concerned
that
it
might
not
be
enough
so
we'll
be
relocating
those
employees
for
summer
over
to
elder
street,
which
is
very
near
the
applebee's
and
then
we'll
go
from
there,
but
we're
looking
at
other
options
for
expanding
parking
and
possibly
offering
ballet
more
to
come.
C
C
C
We
did
have
a
suspicious
package,
probably
it
was
maybe
late
fall.
I
want
to
say
where
someone
had
left
something
on
the
curb
and
it
was
suspicious.
It
was
a
toolbox
and
the
way
that
it
was
positioned.
We
couldn't
see
it
from
the
camera
angle
and
we
did
bring
out
the
sniffing
dogs.
So
even
though
we
don't
detect
things,
it's
good
that
we
have
them,
because
it's
also
important
for
us
to
know
that
we
don't
have
a
bomb.
They
also
are
used
for
cargo
and
inspecting
cargo.
D
E
D
C
C
No,
they
only
sniff
for
bombs
when
you
work
with
canines
and
I'm
not
a
canine
expert.
Although
I
do
think
that
my
dog
is
the
best
dog
ever
they
only
work
on
one
thing,
because
when
they
alert
you
don't
want
to
have
to
guess,
are
they
alerting
for
drugs
or
are
they
alerting
because
of
being
a
bomb,
so
they're,
very
specialized.
C
One
of
the
other
things
that's
happening
behind
the
scenes
that
you
probably
would
not
be
aware
of
is
we
are
working
on
an
environmental
assessment,
and
this
is
part
of
the
runway
incursion
mitigation
plan.
One
of
the
recommendations
was
to
relocate
the
threshold
of
one
of
the
runways.
We
are
holding
an
open
house
on
june
7.
C
and
it's
for
the
public
to
learn
more
about
the
proposed
runway
safety
improvement
and
provide
input
into
the
study
and
we're
going
to
use.
You
know
the
traditional
methods
postcards
newspaper
emails
and
through
our
social
media
and
website
and
I'll
be
here
we
are
looking
at
potential
locations.
Our
plan
was
initially
to
host
it
here
at
the
airport.
However,
given
our
current
parking
dilemma,
we're
thinking
it
might
be
better
to
host
it
off
site
near
the
airport,
but
not
actually
here.
C
While
we're
talking
about
dogs
we'll
talk
about
our
go
team
therapy
dogs,
we
occasionally
have
them
out
to
the
airport
they'd
like
to
come
and
do
training
here,
because
it's
a
great
environment
and,
of
course,
passengers
and
employees
all
love
to
see
the
therapy
dogs.
We
added
16
new
dogs
and
18
handlers.
C
Grateful
to
be
through
the
snow
removal
season
and
we
hosted
an
end
of
winter
celebration
to
recognize
our
team
that
when
everyone
says
things
like,
oh,
I
hope
it
snows
on
christmas
yeah.
These
are
the
folks
who
have
to
actually
work
through
that.
So
we
do
appreciate
everything
that
they
do,
because
we
try
to
predict
the
snow,
but
it's
not
an
exact
science.
C
So
a
great
shout
out
to
that
team
and
I
think,
there's
a
sense
that
passenger
travel
has
returned
and
the
data
corroborates
that
we
saw
a
seven
percent
increase
in
march
compared
to
2019
which
we're
comparing
to
2019,
because
it
was
our
busiest
year
on
record.
If
you
remember
march
of
2020
is
when
the
pandemic
started.
So
we
had
a
really
star
strong
start
to
march
of
2020,
but
then
it
you
know,
passenger
traffic
dropped
dramatically,
so
we're
comparing
it
to
2019.
C
So
total
passengers
for
the
year
were
up
2
again
very
strong
2020
started
out
to
be
a
very
strong
year
for
us
in
terms
of
travel,
I
will
say
that
this
is
probably
not
what
most
airports
are
seeing.
I
think
there
are
some
pockets
where
airports
are
seeing
growth,
but
this
is
not
the
industry
norm.
I
would
say
the
norm
is
probably
more
at
about
80
to
90
of
2019
pre-pandemic
travel
nationwide.
So.
C
Couple
couple
things
that
are
probably
worth
noting:
all
of
our
concession
revenues
continue
to
trend
up
as
passenger
traffic
continues
to
increase
landings
and
freight
are
up
and
that's
really
a
timing
issue
from
when
the
payments
are
received
and
employee
parking
position
are
permits.
Rather,
that's
also
a
timing.
C
I
know
on
expenses
we
do
have
a
couple
of
expenses
on
the
I.t
side
that
the
indirect
cost
reimbursement-
that's
because
we
added
software
and
some
other
I.t
and
expenses
into
that
account.
The
parking
management
has
increased
again
because
parking
has
increased,
and
so
those
are
the
fees
that
we
charge.
Fleet
management,
that's
due
to
some
repairs
on
some
rf
equipment
electrical
and
plumbing.
That's
because
we
added
a
and
I'm
going
to
read
it
here,
a
vestibule
fire
smoke
damper
that
we
replaced
in
the
last
fiscal
year
and
then.
D
C
We
sealed
some
skylights
and
then
finally
engineering
services.
It
was
just
new
studies
being
performed
for
the
north
cargo
apron.
So.
C
C
C
And
then
also
we'd
like
to
look
at
the
market
share,
because
that
shows
what
the
competitive
environment
in
our
market
looks
like
and
it
is
very
competitive.
You
can
see.
Alaska
has
27
percent,
followed
very
closely
by
southwest
24
in
delta.
At
19.,
united
has
lost
a
couple
of
shares
that
used
to
be
closer
to
18
and
americans
actually
gained
market
share
at
10,
and
then
the
others
allegiant
and
jet
blue
and
then
other.
C
C
It
would
be
a
little
bit
different,
maybe
if
we
measured
it
by.
C
Yeah,
I
think
you
can
see
it
this
way.
You
can
see
in
september
and
october
we're
showing
currently
some
substantial
increases
in
capacity.
I
suspect
that
probably
will
not
come
to
fruition.
I
think
everyone's
probably
followed
in
the
news
all
of
the
pilot
shortages,
cruise
shortages-
that's
impacting
traffic.
C
We
have
seen
some
of
that
here
in
boise,
but
not
as
much
as
they've
seen
other
places,
but
I
do
expect,
as
these
gates
get
closer,
airlines
will
reduce
their
schedules,
if
not,
I'm
not
sure
we're
going
to
where
we're
going
to
put
all
of
the
airplanes
or
all
of
the
passengers
or
all
of
the
vehicles.
But
that's
my
prediction
and
you
can
see
that
through
the
summer
seats
remain
about
the
same.
C
C
Charleston,
spokane
and
reno
all
have
more
than
we
do.
They're
all
well,
charleston
is
generally
maybe
not
during
the
pandemic,
but
generally
would
be
a
significantly
larger
market
than
boise,
and
also
a
very
strong
tourism
market.
C
And
this
chart
here
shows
the
number
of
passengers
and
also
the
average
airfare.
You
can
see
that
we're
very
close
to
reno
we're
third
behind
reno
and
charleston
in
terms
of
passengers,
but
we
had
we
tied
for
the
lowest
domestic
fare
compared
to
this
market
group.
C
D
C
Had
a
very
strong
recovery
in
20
20.,
we
did,
we
didn't
we
never
dipped
as
far,
and
so
I
think
that
this
probably
reflects
that
as
well.
Even
though
we
did
have
a
strong
recovery,
I
think
we
didn't
dip
this
far,
so
we
didn't
have
as
far
to
come
back.
If
that
makes
sense-
and
that
concludes
my
presentation.
C
A
C
We
actually
are
installing
power
units
there,
I
would
say
probably
the
best
comparison
or
maybe
analogy
to
use
would
be
think
about
like
if
you
go
to
an
rv
park
and
you
park
your
rv
and
you
plug
into
electrical
there.
So
you
don't
have
to
leave
your
vehicle
running.
It's
basically
the
same
sort
of
thing.
So
we
are.
C
We
are
looking
at
july
or
august
of
23.
B
H
D
H
I
just
want
to
apologize
for
that.
Oh
it's
good!
I
am
actually
going
to
fly.
I
haven't
done
that
for
a
long
time
my
daughter
and
I
are
going
to
new
york.
She
is
her.
Choir
has
been
invited
to
sing
at
carnegie
hall
and
so
on
the
26th
of
this
month.
I
will
be
using
the
airport
again,
which
I
haven't,
been
able
to
do.
F
D
B
Thank
you
and
mr
padme.
B
Thank
you,
so
I
have
initiated
my
travel
personally,
my
husband
and
I
went
to
maui
two
weeks
ago
on
alaska.
We
had
a
very
great
trip
over.
However,
on
our
return,
we
intersected
in
seattle
with
mr
biden's
visit,
which
shut
down
the
seattle
airport
for
three
and
a
half
hours
all
flights,
because
he
was
at
a
fundraising
dinner
and
he
was
delayed
getting
back
to
air
force
one.
So
we
sat
on
the
ground
in
maui
for
three
and
a
half
hours
with
everything
delayed
back.
B
So
that
was
interesting,
not
a
lot
of
happy
people
I
have
to
say,
but
on
that
it
was
great
and
on
the
16th
I
am
traveling
to
barcelona
to
attend
an
entrepreneur,
women's
summit,
which
should
be
fabulous.
I
always
look
forward
to
that.
The
last
one
we
had
in
person
was
in
2018,
so
looking
forward
to
doing
this
opportunity,
one
more
time
with
great
speakers.
D
C
And
the
comment
is,
maybe
I
missed
it,
but
I'd
like
some
clarity
on
the
west
and
gpus
that
are
being
installed
are
those
to
service
ups,
I'm
confused
because
surely
ups
uses
their
own
gpus
as
they
idle,
and
the
answer
to
that
question
is:
yes,
they
are
going
to
service
ups
and
I
do
not
believe
that
they
are
currently
using
gpus.
They.
C
Units
but
they're
not
too
in
lieu
of
air
engine
idling,
so
I
think
it's
a
different
type
of
equipment.
I'm.
C
We
are
not
installing
those
yet,
but
it
is
something
that
we
certainly
could
look
at.
We
have
installed
these
ground
power
units
at
each
of
the
jet
bridge,
gates
already
and
also
at
fedex.
So
I
do
expect
that
at
some
point
in
the
future,
we
would
use
grant
funding
to
fund
that
type
of
equipment
on
the
south
cargo.
C
You
will
remember
that
we
were
looking
at
some
strategic
planning
and
we
recognized
that
we
had
a
pretty
substantial
workload
ahead
of
us
and
we
did
some
strategic
planning
with
our
executive
management
team
and
one
of
the
things
that
came
out
of
that
is
that
we
really
needed
to
look
at
our
staffing
levels
and
we
did-
and
we
implemented
a
number
of
the
recommendations
that
came
forward
from
that
fast
forward.
Two
years.
You
know,
despite
the
pandemic,
we
are
now
in
the
process
of
actually
implementing
that
capital
development
plan.
C
We
are
seeing
passenger
travel
return
and
we
also
you
know
in
part,
at
least
because
of
the
pandemic.
We
transitioned
to
the
medium
hub
category
of
airports,
which
brings
forward
a
whole
new
set
of
requirements
and
opportunities,
and
so
we
thought
it
would
be
worthwhile
to
take
a
look
at
the
staffing
plan
again
update
it,
and
we
had
a
couple
of
specific
questions
about
staffing
in
our
organizational
structure
that
we.
I
I
Thank
you
rebecca
good
morning,
commissioners,
good
morning.
So,
first
of
all,
I'd
like
to
thank
you
all
for
having
me
back
and
to
present
to
you
today.
As
rebecca
said,
we
started
working
with
your
management
team
on
the
strategic
planning
process
laying
out
the
capital
program
and
one
of
the
things
that
was
very
apparent
during
those
sessions
was
the
organization
really
wasn't
stood
up
to
a
point
where
it
was
prepared
to
take
on
the
capital
program.
We
went
back
and
did
an
organizational
assessment.
I
It's
actually
one
of
the
city's
demonstration
programs
to
the
other
city
departments
on
how
to
go
through
those
processes.
I
remember
the
mayor
at
the
time
I
was
very
proud
of
that,
but
what
that
demonstrated
was
that
there
was
room
for
improvement
in
the
organization
and
you
need
to
add
certain
key
positions.
When
you
went
through
this
capital
planning
phase
the
pandemic
came
your
hub
status,
changed
by
faa,
designation
from
small
medium,
which
brings
on
a
new
set
of
requirements.
I
Your
growth
level
in
boise
is
phenomenal
as
a
community
and
as
an
airport,
all
that
happening
2022.
Let's
take
another
look
at
the
organization
and
where
that's
heading
so
today,
I'm
going
to
do
a
little
bit
of
a
very
quick
refresher
of
the
2019
work
and
I'll
roll
right
into
where
we
are
in
2022.
I
Somebody
advanced
somebody's
doing
my
slides.
That's.
C
I
So
next
slide,
please,
if
you'll
recall
the
phenomenal
growth
rate
is
58
and
then,
when
you
compare
as
rebecca
pointed
out
in
her
report
march
22
over
march,
20,
you've
already
had
seven
to
eight
percent
increase
in
your
march
numbers
alone
april
numbers
are
not
out.
So
what
you
know.
Air
travel
throughout
the
country
is
starting
to
come
back
and
it's
coming
back
very
strong,
and
it's
had
a
time
when
the
airlines
are
struggling
because
they
haven't
been
able
to
ramp
up
their
personnel
services
either
particularly
they're
pilots.
I
It's
a
big
pilot
shortage,
but
in
actuality
that
number
is,
is
actually
larger
than
58.
I
I
That
was
in
the
backdrop
of
having
to
take
on
a
substantial
200
million
plus
capital
improvement
program
and
obviously
you're
all
witness
to
the
ongoing
problems
of
limited
parking
or
lack
of
parking
and
bottlenecks
elsewhere
in
a
facility.
Excellent
one
of
the
things
I
was
pointed
out
too,
and
that
you
should
be
aware
of
the
hub
status
change.
I
just
wanted
to
digress
for
a
moment
going
from
a
small
up
to
a
medium
hub
designation.
I
It
adds
a
new
set
of
regulatory
requirements
for
the
airport,
but
now
you're
in
a
somewhat
elite
status
of
airports
throughout
the
country.
You're
one
of
36,
smaller
airports
in
the
country
before
you're,
one
of
72
smogs,
one
of
36,
medium
hubs
and
the
complexity
of
a
medium
hub
airport
as
it
grows,
will
be
increasing.
I
The
passenger
services
and
expectations
will
continue
to
increase,
in
particular,
as
you
pull
off
your
capital
program,
passengers
coming
into
the
new
facilities
are
going
to
have
very
high
expectations
with
regard
to
customer
service,
cleanliness,
custodial
systems
and
integration.
So
something
to
be
aware
of
so
these
were
some
of
your
old
stats.
Boise
was
number
three
in
terms
of
employments
when
we
did
our
last
work
among
your
peer
airports,
but
you
had
very
low
end
salaries.
Your
benefits
were
on
par
with
other
airports
and
you
had
a
very
low
cost
per
employment.
I
The
cost
per
employment
index
is
used
throughout
the
industry.
It's
always
something
airport's
very
proud
to
have
a
low
cost
per
employment
airlines
like
that
right
because
they
end
up
paying
a
large
part
of
your
bills.
But
if
your
cost
plan
employment
is
too
low,
it's
an
indication
that
you're
not
reinvesting.
D
I
Organization
or
your
facilities
as
you
need
to
keep
up
with
growth,
and
we
see
boise
cp
as
being
pretty
low.
So
we
made
these
recommendations
in
the
2019
study
and
to
your
good
credit,
almost
all,
but
well.
In
fact,
all,
but
one
have
been
largely
accomplished
now.
These
things
don't
just
go
away.
They
have
to
be
maintained
at
these
levels,
but
you
brought
on
additional
airfield
engineers,
business
development
staff,
credentialing
supervisors,
project
managers,
et
cetera.
I
The
one
recommendation
we
had
was
bringing
your
corporate
council
in-house
having
a
position
here
at
the
airport.
That
is
your
dedicated
legal
attorney
for
aviation
matters,
and
we
will
still
stand
behind
that
recommendation
if
you
want
to
work
towards
that
end,
if
you
think
about
the
size
of
this
campus
and
you
think
about
it
as
if
it
were
a
company,
what
company
of
this
size
would
not
have
corporate
council
in-house
right.
So
it's
pretty
important
and
the
continuity
of
what
that
particular
individual
learns
and
the
aviation
sector
and
carries
forward
is
very
important.
I
So
in
2022
things
didn't
change
from
19
in
terms
of
growth,
right,
you're,
still
under
very
strong
growth,
regional
growth
and
aviation
growth,
and
you
have
your
upgrade
program
now
well
well
underway,
so
the
organizational
requirements
are
going
to
change
from
audio
ramp,
up
from
planning
design,
engineering,
construction,
inspection
and
implementation
of
new
facilities
to
now
operation
and
management
of
those
facilities.
I
I
We
wanted
to
validate
the
growth.
The
regulatory
requirements
recognize
the
boise
upgrade
and
meeting
community
expectations,
as
they
will
be
highest
from
off
this
program.
Excellent,
we
did
a
similar
exercise
in
22,
as
we
did
in
2019,
which
was
select
pure
airports
as
a
data
set
for
comparative
purposes.
I
We
selected
different
airports.
This
time
we
did
it
with
airport
management.
We
go
through
a
demographic
model
so
that
we
bring
in.
We
basically
avoid
bringing
bias
into
the
selection
of
the
peer
group,
so
these
are
airports
that
are
very
similar
to
boise,
both
in
size,
demographic
and
operating
characteristics,
snow
belt,
airports,
there's
snow
removal,
themes,
etcetera,
and
so
we
then
had
key
findings
we'll
go
through
and
then
followed
by
recommendations.
I
So
growth
is
up
from
2012
by
1.5
million
additional
passengers
per
year
coming
through
your
facility.
That
is
huge
2.6
to
4.1
million
we're
seeing
post-pandemic
travel
returning
very
strong,
as
rebecca
said,
maybe
85
to
90
nationwide
pre-pandemic,
but
here
at
boise,
you're
already
exceeding
pretend
epidemic
levels.
So
it's
just
as
a
testimonial
to
how
strong
the
market
is.
I
Faa
forecasts
terminal
area
forecasts
for
each
airport
in
the
country
they
extend
their
forecast
out
20
years
and
over
the
next
20
years.
Plus
faa
is
seeing
at
least
a
three
percent
or
so
increase
in
activity
here
at
boise.
That's
an
economic
model
that
they
use
and
not
an
actual
operational
model.
So
from
year
to
year
it
could
be
greater
and
ma10
also
take
an
extremely
conservative
approach
in
their
forecasting
methodology.
I
One
of
the
things
is
that,
while
you've
made
great
strides
in
your
organizational
design
and
in
the
levels
of
staffing
within
your
organization,
what
you
have
today
is
not
not
sufficient
for
where
you'll
be
in
the
next
five
years.
In
fact,
it's
already
deficient
in
some
areas
and
through
the
next
five
years,
you're
going
to
have
to
ramp
up.
I
I
C
Steven
can
I
just
add
one
thing
as
well:
about
spokane,
spokane
and
reno,
both
and
oklahoma
city,
all
used
to
be
larger
than
boise.
D
I
So
here
we
looked
at
an
index
that
compares
how
many
staff
you
have
per
employment.
Okay
and
I'm
sorry.
No,
let
me
back
up
this
is
your
full-time,
equivalent
status.
I
So,
while
boise
was
in
the
middle
of
the
data
set,
you
can
see
voices
at
133,
the
middle
of
the
data
set
is
pretty
much
around
250
on
average.
Okay,
so
you
have
about
130
feet
that
milwaukee
is
more
in
the
center
in
indianapolis,
because
it's
on
the
high
side-
and
we
would
argue
that
indianapolis
is
on
the
high
side,
but
but
we
also
argue
that
boise
is
significantly
lower
than
what's
trending
nationally.
I
You
can
see
it's
not
as
invested
in
as
in
the
other
airports
and
go
ahead
rebecca.
I
know
I
like
to
advance
those
thank
you,
finance
and
accounting,
and
so
this
is
not
to
say
that
you
need
to
ramp
up
equivalently
to
the
other
airports,
but
when
your
managers
are
saying
they're,
they
need
staff
or
they
need
some
relief.
You
can
always
look
back
at
this
and
use
it
as
sort
of
a
reference
as
to
whether
or
not
this
is
an
area
that
we
should
look
further
into.
I
I
And
then
the
remainder
half
over
the
next
three
year
period,
when
we
looked
at
departments
and
in
our
exercise,
we
re-interviewed
many
of
the
department
heads.
If
not
all
the
you
know,
self-department
heads
within
your
organization,
there
is
a
common
theme
of
you
know
a
little
bit
of
stress
and
anxiety
that
the
resources
are
just
spread
too
thin
and
everybody's
screaming.
Some
employees
are
actually
concerned
about
taking
their
earned
leave
time
or
taking
a
vacation,
because
things
will
fall
through
the
cracks
while
they're
away.
They
just
don't
have
anybody
to
back
them
up.
I
So,
yes,
non-competitive
salary
structure,
one
of
the
one.
I
That
is
glaring
with
regard
to
boise.
Is
your
salary
structure
is
not
up
to
par
with
the
industry
for
yours,
particularly
for
your
airport,
specialty
positions,
those
positions
where
people
go
seek
their
education
in
aviation
management.
They
understand
all
the
complexities
of
managing
an
airport
they're
trained
for
that
those
are
very
hard
positions
to
recruit
and
there's
a
shortage
of
them
nationally.
I
Recruiters
and
recruitment
right
now
are
very
flush
with
work,
trying
to
find
people
and
they're
very
limited
people
to
find,
but
when
it
comes
to
like
looking
at
your
organization,
those
salaries
just
aren't
comparative
with.
What's
going
on
nationally
we'd
encourage
a
relocation.
I
You
go
back
rebecca,
please.
We
do
believe
that
you're
having
difficulty
with
recruitment
retention-
and
you
know
recruiters-
will
look
for
opportunities
for
where
they
can
find
people
that
are
looking
for
improvement
right.
So
it
could
be
a
situation
that
could
grow
worse.
I
Obviously,
the
airport's
becoming
more
important
to
the
region
as
a
whole,
the
governance
model
that
you
have
as
a
city-owned
and
operated
airport-
it's
not
uncommon,
but
it's
becoming
less
and
less
common
at
this
size,
airport,
medium
health,
airport's
complexity
is,
is
constantly
increasing,
and
so
the
idea
where
that
you
can
look
at
your
governance
model
and
see
where
you
can
make
improvements
in
efficiency,
instead
of
going
for
exceptions
all
the
time
because
you're
an
airport
you're,
not
a
regular
city
department.
I
D
F
I
A
little
more
speed
and
a
little
more
business
acumen
if
you
will
so
recommendations.
I
So
here's
our
prediction
on
staffing
demands,
as
I
mentioned,
about
25
and
23,
additional
15
or
so
24.,
and
then
over
the
next
few
years,
as
your
new
facilities
come
on
board,
you're
really
going
to
have
to
look
at
things
like
maintenance,
janitorial,
housekeeping
operations,
etc.
Yes,
how
do
these
break
up
between
administrative
sounds?
What
we're
talking
about
more
administrative.
I
Is
a
sub
department
assignment
of
these
positions
that
you
know
we
see
these
are
not
cast
in
stone.
They're,
not!
You
know
something
that
rebecca
and
her
team
will
have
to
take
forward
and
actually
refine
and
make
some
I'm
sure
she'll
make
some
adjustments
to
these.
But
these
are
the
areas
that
we
see.
You
need
to
be
hiring
in
right
now,.
D
C
It
sounds
like
a
lot
same
thing
with
custodial
if
we
add
six
custodians,
we're
adding
two
people
per
shift,
so
I
would
just
keep
that
in
mind
as
we're
looking
at
these
numbers.
They
they
seem
maybe
a
little
bit
shocking.
I
know
I
looked
at
that
and
I'm
like
wait
a
minute
what,
but
then,
as
you
start
to
really
dive
into
it,.
I
It's
an
excellent
point
because
that's
one
thing
you
have
to
remember.
Therefore:
it's
open,
24
7
right
now
when
we
talked
earlier
about
spokane's
data
being
a
little
bit
skewed
because
of
the
actions
they
took
very
focused.
They
also
closed
their
doors
from
midnight
to
4am.
I
I
Their
staffing
levels
are
still
higher,
but
they're
doing
much
less
and
so.
I
I
Is
like
would
fall
in
finance
administration?
Personally,
you
have
some
weaknesses
in
the
administrative
side,
you
need
additional
hr
help.
Your
county
is
probably
pretty
good.
You
could
probably
use
maybe
one
position
there.
The
rest
of
this
is
really
very,
very
much
focused
around
operations,
so
it's
actual.
C
C
Don't
have
anyone
who's
dissecting
that
and
saying
what
happens
if
we
increase
this
rate?
What
happens
if
we
do
that?
What
are
the
opportunities
for
improving
service
and
really
analyzing
different
data
sets?
We
just
don't
have
that
in
our
organization.
It's
always
been
done
as
an
additional
duty
by
whoever's
managing
that
area,
and
so
we
don't
really
have
someone
who's.
C
To
data
and
that's
worked
in
the
past
and
it's
been
fine,
but
as
we
get
bigger,
if
we
don't
do
that,
we're
going
to
be
missing
opportunities
to
generate
additional
revenue
or
to
save
additional
funding.
Just
because
we're
not
you
know
what
gets
measured
gets
done
and
we
really
need
to
be
measuring
and
focusing
on
some
key
metrics.
A
And
just
my
final
thought
is
that
as
we
go
forward
as
we
move
into
the
medium
hub,
things
are
going
to
be
highly
specialized
more
so
that
at
any
point,
so
the
administrative
aspect
of
it
as
we
change,
is
really
going
to
be
critical.
When
you
say
we're
light
on
expertise
and
perhaps
salaries
as
we're
going
to
try
to
grow
into
the
medium
hub
and
be
comfortable.
There.
I
Well,
look,
you
know,
you've
got
there's
35
other
medium
hubs
and
they
need
staff
and
resources
too
yeah
and
you're
going
to
be
looking
around
for
where
they
get
them
I'll
be
straight
up
with
it.
So
you
have
to
invest
in
that
area
of
your
organization.
Are
you
guys,
you're
going
to
see
you're
spending
a
lot
more
time
managing
it?
I
So
we
were
asked
to
take
a
look
at
the
organizational
structure
as
a
whole,
and
the
question
on
the
table
was:
should
the
organization
be
more
aligned
with
airfield
operations
and
land
side
operations
which
many
airports
organize
themselves
that
way
or
should
the
departments
have
within
them
that
differentiation
between
their
air
side
and
airfield
operational
responsibility
for
this
airport
and
the
organ
working
from
the
organizational
structure
you
already
have?
I
Our
recommendation
is
to
stay
where
stay,
whereby
your
departments
are
organized
by
airfield
and
operations,
but
adding
a
duty
manager
which
we're
going
to
talk
about
in
a
minute
as
sort
of
the
person
that
coalesces
between
those
two
entities
in
a
real-time
basis.
So
we
were
asked
to
specifically
look
at
whether
airport
duty
manager
position
was
viable
to
solve
some
of
the
need
to
make
ready
on
demand
decision
making.
I
For
you
know
those
instances
where
you
sort
of
need
a
command
and
control
decision
making,
given
the
airport
is
open,
24,
7
and
sometimes
decisions
just
have
to
be.
F
I
C
If
I
can
add
so
as
an
example,
obviously
we
operate
24
7
and
you
know
nights
and
weekends
and
there
isn't
a
central
point
of
one
person
is
in
charge
of
everything
during
that
time.
So
we
have
our
operations
center
that
coordinates
operation,
snow.
C
There's
an
emergency,
but
if
there's
a
power
outage
you
know
that's
done
handled
through
facilities,
maintenance
and
it
impacts
operations.
We
don't
have
one
person,
who's,
overseeing
facilities,
operations,
parking
concessions.
You
know.
A
C
We
have
a
concession
that
closes
early
and
isn't
meeting
their
contractual
obligations.
We
don't
necessarily
have
someone
who's
here,
who's
monitoring
that
we
have,
for
example,
construction
projects
a
lot
of
times,
construction
at
the
airport
happens
at
night.
In
that
you
know
after
the
checkpoint
closes
to
you
know,
3am,
we
don't
have
someone
managing
and
overseeing
being
the.
We
have
project
managers
here,
but
we
don't
have
one
central
point
of
contact
looking
at
all
of
those
things,
and
so
that's
really
what
this
is
designed
to
do.
I
Salaries
we
talked
about,
so
I
won't
reiterate
that
the
governance
model
we've
talked
about
briefly,
but
we
would
encourage
you
to
take
a
look
at
the
governance
model
to
see
where
efficiencies
can
be
gained.
What
what?
What
is
the
swot
on
the
governance
model?
Where
are
your
weaknesses,
your
strengths,
your
threats
and
then
what
can
be
gained
by
tweaking
that
model
around?
And
that
means
looking
at
the
role
of
the
commission,
what
its
powers
and
responsibilities
are
looking
at
the
procedures
of
the
city
and
whether
some
of
them
should
be.
I
F
I
Meeting
with
some
of
the
mayor's
people
after
this
meeting-
but
you
know
you
are
advisory
only
in
capacity,
but
I
think
the
elected
officials
who
place
you
here
do
have
their
ears
open
and
their
eyes
open
and
they
garner
your
feedback
right
like
so
they
want
to
hear
from
you
about
what
you
see
and
what
you
know.
C
Would
you
have
two
members
of
the
council
who
are
joining
us
remotely
if
there
are
liaisons
from
commission
to
council,
so
my
hope
is
council
member
of
agent
and
councilmember
willets
will
take
this
back.
E
B
Yes,
do
you
have
airports
that
have
been
through
similar
transitions
in.
I
Yes,
we've
done.
We
in
turn
nationally
we're
the
leading,
firm
and
doing
those
assessments
for
the
entire
nation.
So
we
have
a
lot
of
that.
We've
done
and
it's
just
it's
not
so
easy
to
come
to
the
table
and
say:
oh
this,
this
went
well,
this
didn't
go
well,
every
single
airport
is
unique.
Every
community
that
the
airport
is
in
is
unique
in
the
culture,
so
what
we
can
do
is
advise
you
as
to
what
we
see
here,
put
a
host
of
suggestions
on
the
table
and
discuss
a
dialogue
about
them.
I
H
Yes,
a
question,
and
this
this
comes
from
my
last
32
years
of
working
with
budgets
at
the
city
level.
You
know
you're
still
here,
yeah
the
two
sides
of
it.
Obviously,
the
need
is
one
one,
certainly
an
important
issue.
The
second
side
is
funding
and
prioritizing.
It's
like
you
know,
figure
out
which
one
of
those
should
should
happen
first
and
then
figuring
out
a
not
only
on
a
plan
for
implementing,
but
also
the
budget
side
of
it.
I
I'm
guessing
the
council
members,
that's
at
the
top
of
their
their
list.
H
Right
now,
listening
to
this
presentation
and
saying,
okay,
what
are
the
dollars?
How
do
we
fund
those
positions?
So
I'm
assuming
I
guess-
maybe
I
should
assume-
or
maybe
not,
but
along
with
these
recommendations,
you
have
been
working
with
staff
to
come
up
with
okay.
What
is
the
increase
in
wages
that
is
appropriate?
I
Cost
of
that
I'm
sure
prioritize.
What
is
the
cost
of
that?
So
rebecca's
theme
is
as
well
armed
to
understand
what
adding
fds
to
organizations
don't
cost
the
organization.
I
What
I'll
say
is
you're,
bringing
on
a
number
of
increased
revenue
producing
assets
to
your
or
like
your
new
project.
When
you
looked
at
your
finance
numbers
earlier
during
revenue
report
parking
is
your
biggest
revenue
generator.
There
is
but
keep
in
mind.
This
is
an
enterprise
fund,
so
anything
that
you
do
here
as
long
as
it's
logical,
it's
within
reason
it
meets
business
and
customer
service
expectations
is
paid
for
by
the
user
fees
and
the
airlines
right.
So
it
doesn't
fall
on
the
city
taxpayers
at
all.
I
There's
no
tax
payer
involvement
at
the
airport,
so
it
will
that
that
that
discussion
and
that
dialogue
will
find
a
balance
of
what
the
airport
budget
can
sustain
what's
reasonable,
where
those
priorities
are
so
I
apologize.
I
do
realize
that
I
mean
you
know:
enterprise
fund
has
to
pay
for
its
total
cost,
but
again.
C
What
generates
those
fees
is?
I
guess
the
question
that
I
so
you
know,
because
I
can
take
a
stop
at
that
couple
things
one.
As
steve
mentioned,
our
cost
per
in
plane
passenger
is
exceptionally
low.
It's
about
half
of
what
our
peers
are
and
as
part
of
the
airline
use
and
lease
agreements
that
we're
looking
at
that
we've
talked
about
before
some
of
those
rates
will
be
adjusted
and.
C
That
they
have
to
go
up
to
a
certain
level,
but
we
do
need
to
invest
in
the
airport,
and
that
includes
in
these
staff
positions
as
well
as
in
the
infrastructure.
So
that's
one
piece
to
that.
The
other
piece
to
this
I
would
say,
and
some
of
the
positions
will
actually
help
generate
revenue
and
help
us
accomplish
the
projects
better
or
perhaps
maintain
costs
again
back
to
that
data
analyst.
I
think,
there's
opportunities
to
generate
additional
revenue
and
perhaps
reduce
costs
in
other
areas.
C
D
B
Because
I
was
very
concerned
about
the
stress
in
the
organization,
the
recruitment
away
of
our
key
talent
from
this
organization
and
the
need
to
really
plan
for
the
next
five
years
with
the
medium
hub
and
be
anticipated
continuing
to
get
back
on
a
scale
of
exceeding
the
conservative
comprehensive
plan
projections,
because
we've
been
beating
those
significantly
despite
a
sort
of
short
time
out
having
gone
through
other
organizations
who
are
in
this
kind
of
growth
pattern.
B
It's
a
it's
a
unique
balance
to
be
sure
that
we
we
look
at
the
ranges
of
those
key
industry
positions
where
we're
competing
nationally
and
be
sure
that
we
can
be
competitive.
That
doesn't
mean
we
have
to
be
at
the
very
top
of
the
range,
but
we
can't
be
living
in
the
medium
to
lower
part
of
the
range
or
we're
just
going
to
be
the
airport.
That
brings
people
on
develop
some
and
then
they
go
somewhere
else
and
that
is
devastating
to
an
organization
and
we've
been
living
through
a
bit
of
that.
B
C
C
D
I
City
has
worked
hard
to
make
across
the
board,
strikes
and
salary.
The
city
should
be
proud
of
that
accomplishment,
but
it's
just
not
keeping
up
with
our
market,
not
keeping
up
in
the
aviation
market
and
the
rate
of
growth
and
inflation
right
I
mean
as
soon
as
you
finish,
with
dealing
with
the
city
structure
as
a
whole.
You've
got
inflation
at
seven
eight
percent.
I
A
When
you're,
in
your
analysis
of
governance-
and
this
commission
in
particular,
there's
some
questions
as
far
as
as
you're
talking
about
growth
and
participation,
there
hasn't
been
any
focus
on
this
commission
in
relation
to
what
it
can
do
and
what
could
be
expected
of
it
since
we're
advisory,
we're
on
a
need
to
know
basis
on
a
lot
of
things.
We
don't
know
things
until
they've
happened
and
that's
fine.
I
mean
again
we're
advisors.
F
C
Well-
and
I
think
we
probably
should
look
at
it-
it's
not
something!
That's
on
my
regular
reading
list.
I
will
be
the
first
to
admit
you
know
and
it
was
it
was
changed,
but
I
think
that's
something
that
I
think
it
has
to
go
to
council.
C
It
has
to
be
considered
by
the
mayor
and
I
don't
think
that
steve's
recommending
a
wholesale
change,
but
you
know
what
are
the
things
that
we
can
do
differently
and
better
because,
as
we
get
more
complex,
you
know
you
start
to
see
some
things
that
are
handled
for
us
by
the
city
come
in
house
or
you
know.
D
D
C
Have
but
they're
focused
on
city
and
we're
trying
to
think
about
airport
specific
I.t
applications
that
maybe
help
us
manage
jet
bridges
and
gates?
That's
incredibly
important,
our
public
address
system,
our
flight
information
display
system
and
some
of
those
things
they
help
us
with,
but
it's
really
a
unique
specialty.
So
that's
just
one
example:
steve
brought
up
legal
there's
just
the
complexity
of
the
legal
environment
at
the
airport
and
we've
had.
C
I
think,
four
attorneys
now
in
the
10
years
that
I've
been
here,
so
I'm
hoping
kelly
stays
a
little
bit
longer
than
maybe
some
of
our
other
attorneys
have.
But
those
are
real
issues
where
you
know
we
don't
have
the
continuity
and
then
you
know
to
the
staffing
piece.
I
do
think
we
have
always
taken
the
approach
that
we're
going
to
be
minimally
staffed,
we're
going
to
be
lean
and
it
works
until
it
doesn't
work.
D
C
C
B
In
there
yeah
one
other
observation
around
the
commission.
My
observation
is
the
city
made
a
move
to
make
all
the
commissions.
The
same
excuse
me.
Excuse
me,
the
commission's
the
city
made
a
decision,
make
all
commissions
the
same
in
terms
of
term
in
terms
of
responsibilities
and,
and
that
was
admirable,
but
it
did
not
recognize
the
unique
demands
of
the
airport,
and
you
know
we
used
to
have
five-year
terms.
Now
we
have
three-year
terms.
B
We,
you
know
used
to
have
more
opportunity,
I
think,
to
influence
and
less
to
just
rubber
stamp
or
you
know,
raise
the
question.
So
I
do
think
it's
a
legitimate
issue
that
should
be
considered
over
this
next
five-year
period
and
it
will
also
influence
the
criteria
for
who
you
recruit
to
be
on
the
commission.
A
D
A
Think
that
you
know
there's
one
area
that
you
learn
about.
The
airport
is
getting
involved
at
the
budgetary
stage
and
having
some
of
the
preliminary
work
done
by
the
commission
on
the
budget
before
it
goes
to
counseling.
You
know.
Typically,
the
department
head
takes
the
budget
works.
The
budget
presents
it
to
the
cap
to
the
council
and
that's
fine,
but
also
there.
You
know
in
other
organizations
like
planning
and
zoning
they'll
work
on
the
actual.
A
I
don't
know
about
boise
city,
but
they'll.
Look
at
the
staffing
levels,
because
they're
they're
in
the
trenches
there
more
and
they
know
what's
happening
at
the
development
services
level,
because
they're
hearing
complaints-
and
so
I
think,
oftentimes
and
that's
a
very
sophisticated
board
buying
and
zoning,
and
this
could
be
a
very
sophisticated
board
at
the
same
time.
But
you
have
to
get
into
the
weeds
a
little
bit
as
far
as
budget
and
staffing
and
things.
C
Like
that,
we
will
be
bringing
budget
to
this
commission
next
month.
It's
not,
we
don't
have
it
finalized,
yet
internally,
we're
still
working
on
a
few
things,
but.
C
Is
to
bring
budget
to
this
commission
prior
to
bringing
it
to
council
in
june.
Just
so
you
know,
and
madam
chair-
I
don't
know
if
you
want
to
just
check
in
with
the
folks
who
are
online,
we're
having
a
robust
discussion
here.
I
just
don't
want
to
make.
I
just
want
to
make
sure
we're
not
missing
general
sailor
or
our
other
couple.
Council
members
sure
it's.
G
G
I
know
that
council
member
banjon's
on
the
phone,
as
well
as
the
mayor's
chief
of
staff,
so
we're
listening,
we're
gaining
good
information,
and
I
I
think
we
all
agree
that
the
airport
is
not
only
critical
to
this
area
economically,
but
it's
critical
to
what
makes
boise
a
great
place
to
live
and
and
that's
livability,
so
you
know
I
think,
you're
going
to
get
a
lot
of
support
from
council
on
what
needs
to
happen,
because
we're
growing
so
just
and
and
would
just
echo
again,
the
the
quantifiable
information
is
very,
very
helpful.
E
Let
me
chime
in
with
one
question
for
the
commission,
and
maybe
if
you
guys
want
to
tackle
it,
we
can
talk
about
it
at
another
meeting
or
later,
but
I
would
really
love
your
feedback
on
how
to
you
know
how
you
think
best
to
balance
this
issue.
So
on
the
one
hand
you
can
run
a
lean
mean
efficient
operation
that
keeps
the
cost
of
employment.
Slow
makes
us
very
attractive
airlines
competitively.
E
You
know,
on
the
commercial
sort
of
outward
facing
facing
the
rest
of
the
countryside,
a
very
appealing
place
for
airlines
to
come
and
and
work
and
do
business,
but,
on
the
other
hand,
running
that
system
lean
means,
you
know
not
spending
money.
Frankly,
on
things
like
employees
and
other
things,
and
so
as
an
enterprise
fund,
there's
a
balance
that
happens
there,
you
can
invest
more
at
the
cost,
potentially
of
increasing
or
decreasing
our
competitiveness
in
those
outward-facing
ways,
while
maybe
making
us
more
competitive,
internally
or
better
service
to
our
community,
etc,
etc.
E
C
If
I
can
read
off,
because
I
think
it's
a
very
specific
question
about
cost
and
cost
benefit
when
you
think
about
the
cost
per
in-plane
passenger,
what
that
really
means
is
how
much
the
airline
is
paying
the
airport
for
every
passenger
that
goes
through
the
airport.
So
right
now
we're
at.
I
don't
remember
the
exact
number
it
was
like
3.60
some
cents,
even
if
we
increased
it
and
doubled
it,
so
we
increased
it.
100
percent
we'd
be
at
seven
dollars
and
40
cents,
so
our
7.20
cents.
C
C
It
costs
the
same
to
light
the
field
to
heat
the
building,
and
we
haven't
really
been
investing
in
our
infrastructure
and
as
the
number
of
passengers
has
grown,
we
have
an
added
staff
to
really
address
that,
and
so
we've
been
in
my
opinion.
We
have
been
out
of
balance
because
we
have
grown
so
quickly,
but
we've
not
acted
quickly.
C
C
C
B
C
E
Yes,
that's
helpful,
that's
the
kind
of
question
that
I'm
thinking
about
personally,
like
what's
the
bigger
picture,
you
know
strategic
plan
for
the
well-being
of
the
airport
that
also
takes
into
account
our
desire
to
be
attractive
and
competitive
in
the
market
for
flights
and
airlines.
C
And
I
could
go
back
and
I
think
I've
shared
it
with
council
and
I
can
share
it
again
and
I've
shared
it
with
commission
when
we
went
through
those
airline
use
and
lease
agreements.
The
comparison
I
mean
boise
is
so
below
our
peers
that
it,
I
think,
would
have
minimal
impact
on
our
competitive
position.
C
I
mean
I'm
100
with
you.
We
do
want
to
continue
to
be
affordable.
We
want
our
rate
structure
to
be
predictable.
We
want
airlines
to
come
here,
but
I
think
they
are
going
to
come
here.
I
C
Very,
I
think,
seattle's
probably
close
to
30..
To
keep
I
mean
I
could
give
you
all
the
spectrum
and,
I
think,
boston
logan.
We
were
looking
at
it
just
because
it
was
definitely
an
outlier.
It
was
close
to
seventy
dollars
per
passenger,
so
I'm
not
saying
that
we
should
compare
ourselves
to
those
other
airports.
But
when
you
look
at
spokane,
when
you
look
at
tucson
and
look
at
reno
all
of
those
airports,
their
cpe
is
substantially
higher
than
ours.
I
That's
not
the
area
you
have
to
manage,
it
will
go
up
if
it
does
go
up,
it
will
go
up,
but
you
have
so
much
room
there
that
you
don't
really
need
to
be
concerned
with
that
as
much
as
you
do
with
making
your
investments
so
to
patrick's
question.
You
know
you
have
a
lot
of
room,
so
you're
not
going
to
fend
anybody
off
or
prospective
airlines
over
your
numbers,
you're
good.
C
And
we
shouldn't
do
it
just
for
the
sake
of
doing
it,
but
we
should
do
it
in
a
way.
That's
very
intentional
to
make
sure
that
we're
achieving
what
our
community
needs-
and
I
think
you
know
this
is
when
we.
This
goes
back
to
our
discussion
on
the
airline
using
lease
agreements
that
we've
had
where
we
may
not
always
agree
with
the
airlines,
for
example,
because
we
might
want
to
increase
the
cost.
C
So
we
can
reinvest
in
a
new
concourse
or
new
ticket
counters
and
they
might
say
well,
we
don't
really
want
to
do
that
because
we
don't
want
to
bring
in
a
new
entrant.
That's
not
in
the
interest
of
our
community,
hypothetically
of
course.
So
I
think
we
need
to
look
at
what's
in
the
interest
of
boise
the
region
and
do
what's
right
to
serve
that
at
the
airport
and
the
other
things
will
fall
in
line
and.
B
F
Madam
china,
yes
from
my
perspective,
I
think
this
is
one
of
the
better
discussions
we've
had
on
the
subject
in
a
long
time.
I
I
also
want
to
make
it
known
that
I
have
great
confidence
in
the
administration
and
I
thank
them
for
persevering
with
us,
the
the
resources
they
should
have.
So
I
think
it's
been
a
good
discussion.
I
hope
we
continue
it.
D
H
Cost
that
is
not
measurable
is
if
you're
not
able
to
keep
up
with
the
growth,
if
you're
not
able
to
provide
the
services,
if
you're
not
able
to
have
an
efficient
running
airport,
then
whether
it's
airlines
or
customers
to
start
growing
impatient
with
inefficiencies
or
when
something
does
go
wrong,
we're
not
able
to
deal
with
it
and
handle
it
right.
So
there's
a
cost
by
being
too
lean
just
as
much,
I
think,
in
providing
service,
as
there
is
being
so
expensive
that
nobody
wants
to
come
here
right.
H
B
All
right,
wonderful,
do
we
have
any
questions
from
the
public
and,
if
so,
just
a
reminder
that
any
discussion
does
not
exceed
five
minutes
per
issue
unless
the
chair
extends
it.
So
anything
any
comments
from
the
public.
Anybody
want
to
step
up,
seeing
none.