►
From YouTube: City Council Work Session 5/19/2020
Description
Please visit the following link for information on how to testify during virtual public hearings:
https://www.cityofboise.org/departments/finance-and-administration/city-clerk/virtual-meetings/
B
D
D
Okay,
the
first
thing
to
let
you
know
is
this
quarter
so
far
we
just
have
an
electronic
report
for
you.
Hopefully
you
received
it
with
this
cover
with
the
mayor
on
it,
and
we
are
planning
to
print
hard
copies
at
some
point,
but
right
now
just
an
electronic
version.
It
if
you
didn't
receive
it,
it
is
in
the
the
online
packet
also.
D
The
other
thing
to
really
note
here
is
the
significant
impacts
from
the
virus
outbreak
are
going
to
be
coming
in
the
third
quarter.
What
we
see
in
the
numbers
here
through
two
quarters
really
is
not
that
different
from
what
we
had
say
a
year
ago.
There
are
some
limited
impacts,
but
keep
that
in
mind
that
this
report
is
not
representative
of
what
we'll
see,
starting
really
with
April
and.
D
So
moving
on
the
revenues
again
as
I
just
mentioned-
are
actually
pretty
good
and
in
particular
sales
tax
and
development
fees
and
Department
revenue
we're
doing
quite
well
through
through
the
first
six
months
and
really
the
the
economic
picture
really
started
to
change
with
our
daily
activities
starting
about
mid-march.
So
what
we're
going
to
see
is
we're
going
to
go
from
a
very
strong
high-performing
economy
to
one
that
is
just
awful,
but
through
six
months
numbers.
Look
pretty
good.
The
other
thing
here,
just
to
note
we
look
at
revenues,
is
in
particularly
liquor.
D
D
Moving
onto
expenses
things
through
six
months,
there
again
look
look
fine,
similar
to
last
year
or
under
on
our
personnel,
we're
running
a
little
above
on
M&O,
due
to
timing
of
payments
for
some
repairs
and
maintenance
and
what
we
contribute
to
VRT
funding,
but
not
a
lot
to
report.
There.
Things
look
fine
again,
Ben.
A
E
D
Okay,
thank
you.
I
didn't
even
notice
that
okay
now
getting
on
to
just
a
high-level
view
of
what
we're
seeing
as
we
look
at
the
first
six
months
and
start
thinking
about
the
next
quarter
and
and
really
pretty
soon
we're
gonna
have
the
budget
for
next
year
is
property
tax.
We
expect
to
see
some
timing
delay
for
courier
tax
payments,
given
the
the
economic
shock
here,
some
people
are
probably
just
not
going
to
pay
their
property
tax
on
time.
That
is
really
just
a
timing
delay,
and
hopefully
there
is
support
for
and
considerations.
D
D
When
that
comes
out
we'll
know
what
is
the
extent
of
some
of
the
economic
loss
just
due
to
you
know,
stores
being
shot
and
so
on
and
people
not
buying
as
much
liquor
tax
minimal.
If
any
impact
this
fiscal
year,
the
liquor
stores
have
been
very
busy
next
year.
There
could
be
some
some
slippage
there,
depending
on
how
everything
shakes
out
with
with
what
things
look
like.
Once
we
get
through
the
the
crisis
development
fee
revenue,
we
may
still
reach
that
a
fifth
year,
2020
budgeted
amount.
D
We
think
residential
could
come
out
of
this
fairly
quickly.
Given
we've
got
a
housing
shortage
and
we
can't
get
permits
out
departmental
revenue.
We
were
doing
well
there,
but
we
expect
to
see
significantly
reduced
parks
fees
and
parking
revenue,
I
believe
Eric,
as
has
gone
through
that
with
you
on
expenses,
we
see
some
staff
vacancy
savings.
Continuing
we
have
some
vacancies
and
we're
hiring
freeze
is
going
to
limit
the
ability
to
hire
positions.
D
Some
temporary
wage
savings
are
going
to
occur
in
parks
with
things
shut
down
on
the
recreation
side
and
activities
not
happening,
and
then
just
some
organizational
efforts
to
reduce
discretionary
M&O
spending.
That's
what
trying
to
do
if,
if
we
can
save
save
money
by
not
doing
some
things,
we
don't
really
need
to
do,
and
really
we
just
want
to
maintain
some
flexibility
there
by
by
not
expanding
things
we
don't
need
to
and
for
the
same
reason
on
the
capital
expenses.
Some
capital
projects
are
likely
delay.
D
It
I
believe
Eric
went
through
that
with
you
last
week.
We
also
see
it
there'll,
be
some
unbudgeted
expenses,
we're
hoping
for
reimbursement
on
majority
of
them.
Also,
today's
IBC's
do
not
have
any
cares,
act
or
coronavirus
budget
changes,
but
those
will
be
coming
as
we
get
more
of
that
put
together.
Hopefully
do
it
in
one
one
piece:
so
it's
not
a
number
of
them.
That
could
be
a
little
challenging
just
to
follow
and
then
an
over.
C
C
F
D
Comes
member
one
of
the
IBC
today
is
revenue
neutral,
forced
some
grant
money,
so
I
assume
it'll
be
something
like
that
will
are
well.
What
is
the
term
our
strategic
planning
contingency?
It's
the
big
big
amount
we
have
in
our
budget
so
that
we're
going
to
do
those
things.
I
expect
it
may
be
on
those
lines.
Yes,
okay,.
D
And
then
one
objective
is:
we
would
like
to
get
through
the
year
without
drawing
down
the
cash
flow
reserve
or
the
capital
fund
balance
again
to
maintain
flexibility,
use
that
for
emergencies
and
so
on,
but
those
reserves
are
there
backing
us
up,
but
then,
looking
at
what
we
see
outside
the
building
is
much
uncertainty
remains.
How
long
and
deep
with
the
recession
be,
will
there
be
more
federal
fiscal
support
coming
longer?
This
goes
the
more
likely
that
seems,
and
people
will
need
it
and
that
fiscal
support
could
be
the
states
could
be
city
governments.
D
Unemployment
I
don't
have
the
charts
in
here
from
March,
because
Boise
was
2.2
percent,
and
my
estimates
now
is
we're
probably
around
the
fifteen
percent
mark
and
that
should
be
coming
out
any
day
for
for
Boise
and
state
of
Idaho,
so
that
that
is
no
surprise,
but
that's
what
we
we
think
is
out
there.
Consumer
sentiment
has
declined
rapidly
from
a
very
high
range
to
quite
a
low
range.
Not
surprisingly,
economic
growth
loss
for
this
year
is
estimated
at
minus
five
to
six
percent.
D
Last
year
we
grew
approximately
two
percent
in
a
good
situation,
hopefully
recover
most
of
that
or
all
that
next
year
just
depends
again
how
long
this
is.
There's
just
a
lot
of
uncertainty.
The
housing
shortage
continues,
prices
are
staying
high.
We
don't
expect
prices
to
go
down
housing
stock.
Don't
aful
make
much
headway
on
that,
but
residential
construction
does
continue.
There
is
more
eviction
and
foreclosure
risk
just
given
the
situation
with
people
out
of
work.
D
Some
evidence
exists
that
residential
construction
is
somewhat
normal.
Take
that
as
normal
given
the
situation,
some
people
may
be
sick.
Some
people
may
be
can't
work.
Some
people
may
be
afraid
to
go
to
work,
there's
business
closures
and
potentially
some
supply
issues.
The
hardest-hit
sectors
are
leisure,
hospitality
and
retail,
but
again
that
could
be
a
bright
spot,
residential
construction
continuing
and
getting
back
on
its
some
some
footing.
D
F
Adam
there
Mike
one
more
question:
if
I
could,
although
it
hasn't
started
yet
we're
likely
to
see
a
softening
of
the
office
market
and
just
presuming
that
we
will
be
planning
for
both
the
reduced
construction
potentially
of
new
office
buildings,
but
also,
whatever
impact
that
may
have
on
property
taxes,
either
with
a
shift
ultimately
or
with
lower
collections
from
from
those
office
buildings.
If
their
values
fall.
D
Consumer,
yes,
good
observations.
We
do
see
commercial
real
estate,
which
was
was
quite
high
falling
rapidly.
If
businesses
start
to
close,
there
should
be
access
space
and
that
market
will
soften
and
you're
right
that
could
show
up
in
in
commercial
property
values
and
bring
us
back
to
that
burden.
Shift
we've
seen
in
property
tax.
D
We
have
the
numbers
from
the
county
and
the
good
news
is.
It
appears.
There's
not
gonna,
be
much
difference
this
year
tax
year
in
residential
appreciation
and
commercial
appreciation.
Last
year
it
was
a
residential
was
twice
what
commercial
was
this
year.
They
appear
to
be
quite
close,
so
that
should
help
with
some
of
the
burden
shift
issue.
We
are
meeting
with
somebody
from
me
at
a
county
tomorrow
to
discuss
that,
but
next
year,
yeah
that
could
that
could
occur
again,
where
commercial
just
doesn't
go
up
much
given
the
the
market
is
poor.
Thank.
F
D
D
Revenues
are
within
expectations
through
two
quarters,
but
we
expect
to
have
down
quarters
in
the
third
and
fourth
and
next
year
as
well.
Expenditures
are
being
managed
down
where
possible
and
we're
going
to
have
additional
expenses
to
cover.
We
are
monitoring
the
external
economy
and
internal
finances
to
help
manage
through
this.
Two
goals
are
to
provide
flexibility
where
it
needed
and
maintain
our
reserves
and
we're
going
to
be
probably
making
assumptions
or
adjustments
to
our
assumptions
frequently
over
the
next
year,
as
things
evolve
and
more
data
becomes
available.
D
Thank
you,
the
next
section,
if
you
want
to
need
a
move
on,
is
in
our
budget
changes
and
I
will
be
doing
those
today.
I
really
just
have
a
listing
of
them
to
share
with
you.
I
can
give
you
more
detail
from
the
document.
If
you
want
it,
the
first
seven
are
all
for
airport,
with
some
adjustments
to
projects
and
other
items.
G
Mics
Jade
I
just
want
the
mayor
and
council.
Let
you
know
that,
just
like
today,
we're
gonna
be
giving
you
an
in-person
briefing
on
Public
Works
and
the
enterprise
funds.
We
will
get
you
a
memo
in
the
next
day
or
so
on.
The
airport
fund
as
well,
and
just
give
you
a
better
understanding
of
our
cash
reserves,
these
capital
projects
and
a
loss
in
revenue
and
then
based
on
that
memo.
If
you
would
like
deeper
in
person
council
work
session
on
that,
we
can
certainly
do
that
in
the
coming
weeks.
D
There
are
staffing
grower,
housing
for
a
strategic
housing
manager,
FTE
and
a
housing
manager
FTE,
and
then
there
also,
as
a
cares
act
grant
with
the
CB
CDBG
fund,
which
is
revenue
neutral,
and
then
there
is
an
information
IBC
on
a
key
Boise
moving
position.
Transfer
so
again,
I
can
give
you
some
detail
from
from
the
IBC
document
or
I.
Try
to
answer
any
questions
you
may
have.
C
H
C
I
E
C
G
G
Can
speak,
I
can
speak
to
the
global
process,
mayor
and
council
member
and
then
literally
Linda
a
nice
previous
meeting
was
to
going
through
all
these
funding
sources
so
to
speak
specifically
to
item
4.
This
is
just
acknowledging
the
HUD
and
CDBG
revenue
piece,
but
we
want
to,
at
a
staff
level,
have
a
very
strategic
approach
on
all
of
our
federal
and
state
pass-through
money.
Linda
has
developed
a
model
where
we've
looked
at
some
of
our
worst-case
expense
forecasting,
as
well
as
what
would
be
eligible
for
all
of
these
funds.
G
So
I
think
if
you
give
us
the
next
week
and
some
she
has
a
really
good
model.
We're
gonna
do
an
exercise
next
week
at
the
management
team
to
kind
of
walk
through.
There
are
some
decision
points
of
what
is
the
best
way
to
leverage
these
funds,
and
then
we
would
like
to
come
forth
to
the
council
and
talk
through
some
different
options.
G
So
while
we
do
have
item
four,
because
that
came
quicker
through
HUD
we're
asking
the
department
just
to
pause
for
a
second
on
this
specific
funds,
so
that
we
can
look
at
all
of
these
federal
funds
and
just
make
sure
between
federal
state
and
general
fund.
What's
our
best
day,
there
is
the
potential
of
depending
on
which
city
reimbursements.
We
seek
that.
E
G
E
One
of
the
reasons
I'm
asking
is
because
there
were
some
organizations
that
are
receiving
that
were
recipients
the
last
round
and
now
are
receiving
a
second
round
of
funding
and
so
he's
kind
of
like
curious
to
make
sure
that
we're
spreading
it
around,
as
is
appropriate
and
I
guess
that
was.
That
would
be
my
main
concern.
But.
G
Councilor
I
I
think
that's
very
fair,
III
HDTV,
you
might
be
grumpy
at
me,
but
I
have
no
concern
about
if
the
council
just
wanted
to
acknowledge
the
receipt
of
the
federal
funds
but
not
authorized
the
department
to
make
appropriation
or
allocation
we'd
be
happy
to
come
back
and
walk
through
the
logic
of
the
grant
allocation
and
see
if
the
council
is
comfortable
with
that
I.
Don't.
C
Let
me
out,
then,
here
just
for
a
second
asking:
if
Linda
would
please,
because
some
of
this
it
did
come
much
sooner
than
any
of
us
expected
organizations
that
we've
partnered
with
to
provide
community
services,
have
been
keeping
track
of
their
expenses
and
giving
them
to
the
city,
not
the
line
items
so
that
they
we
can
be
sure
that
we
make
everybody
as
whole
as
possible.
So
I'm
thinking
that
that's
probably
related
to
this
Linda.
Will
you
jump
in
here
with
a
little
bit
of
you
know
why
this
number
and
and
the
organization's
listed
yeah.
J
Sure
so
the
CDBG
funding
was
really
just
supplemental
funding
to
our
CDBG
grant
funds
that
we
normally
received
and
it
was
already
allocated
out
and
CDBG
received
those
funds,
and
so
really
this
is
just
saying:
hey.
We
just
want
the
approval
to
receive
those
funds
and
be
able
to
pass
them
through
and
with
the
rest
of
the
funding,
that's
available,
it's
expense
reimbursement
basis.
J
So
we
get
the
funding
once
we
submit
our
expenses
for
reimbursement
and
that's
the
part
that
Jay
talked
about
that
we're
really
just
looking
strategically
across
the
city
on
all
the
different
expenses
categories
that
we
have
as
well
as
what
the
community
needs
might
be
to
think
really
strategically
before
we
start
accepting
any
of
those
funds.
What's
the
best
use
of
them.
E
Yeah
I
I
think
so.
Ish
I'll
go
back
to
the
memo.
C
F
Thank
you
so
I
just
you
know,
I
understand
the
need
for
these
strategic
positions,
and
just
one
want
to
make
sure
that,
as
these
positions,
the
housing
and
especially
the
housing,
and
that
keep
wasting
moving
that
will
be
in
the
mayor's
office
that
the
City
Council
has
access
to
them,
so
that
any
policy
decisions
that
they're
working
on
get
to
us
early
just
wondered
what
the.
If
you
could
outline
the
plan
on
that
communication
with
counsel
for.
C
And
on
these
positions,
I
want
to
be
clear
that
they,
the
department's,
also
propose
that
we
do
it
this
way
in
our
effort
to
make
sure
that
we
can
deliver
on
the
priorities.
The
public
has
made
clear
important
that
we
help.
We
have
staff
that
can
be
strategic
project
managers
in
a
way
working
with
policy
staff
within
each
department
to
move
these
programs
forward
and
with
any
policy
initiatives
that
we
have
as
a
city.
C
Much
of
those
are
determined
and
caught
in
consultation
with
and
together
when
we
do
our
policy
conversations
and
strategic
planning
conversations
as
a
mayor
and
council
and
then
staff
is,
you
know,
tasked
to
make
sure
that
we're
able
to
implement
those
and
that's
how
we
see
this
going
forward
no
differently
than
other
positions
have
worked
with
staff
in
the
past
to
make
sure
that
we're
making
good
on
and
implementing
the
priorities
that
we
have
established
in
the
city.
Thank.
F
I
agree
with
that,
and
one
of
the
things
that
excites
me
about
this
is
that
when
staff
is
housed
in
a
department,
they're
actually
in
a
sense
further
away
from
the
council
than
when
they're
staffed
that
when
there
happens
to
in
the
mayor's
office
and
I'm,
just
looking
forward
to
really
working,
these
are
very
important
strategic
initiatives
not
just
to
the
public
and
not
just
to
the
mayor,
obviously,
but
also
I,
think
to
all
the
City
Council
members
so
actually
really
excited
about
these
I
guess.
I
am
a
little
as
we
bring
the
budget
forward.
F
Well,
the
the
cost
in
this
year
is
relatively
low,
that
the
base
ongoing
is
a
little
bit
higher.
So
as
we
build
the
budget
for
next
year,
understanding
how
we're
going
to
make
sure
that
we,
you
know
staff
correctly
across
the
board,
so
that
that
cost
in
this
tough
time
doesn't
end
up
hurting
some
of
our
staff
that
we
might
need
out
in
the
departments
but,
like
I,
said
looking
forward
in
general
to
I
think
a
real,
more
robust
effort
than
we've
been
able
to
have
in
the
past
on
some
of
these
strategic
initiatives.
C
Council
president,
on
that
too,
through
efficiencies
of
negotiating
salaries
and
dropping
line
items
in
the
mayor's
office,
you'll
actually
see
when
we,
when
the
budget
of
the
mayor's
office
is
presented
and
that
it's
I
think
I
don't
want
to
be
miss
boat,
I
think
from
a
salary
perspective,
it's
ten
or
fifteen
thousand
dollars
more
with
including
all
these
additional
people
that'll
be
tasked
to
work
on
these
important
issues.
That's.
F
F
C
We
have
a
motion.
Second,
just
before
the
vote,
I
had
wanted
to
say
something
about
the
CDBG
funds
allocation
to
I.
Think
our
staff
is
doing
incredible,
work
in
thinking
about
how
we
can
strategically
leverage
the
dollars
that
will
come
from
the
federal
government
for
these
grant
agencies
and
others
to
actually
make
progress
on
our
long
term
goals
around
serve
services
for
those
experiencing
homelessness,
housing,
etc.
B
C
I
C
C
I
Sorry
about
that,
so
with
me
tonight
is
Heather
Buchanan
she's,
our
chief
administrative
officer
and
I
also
have
a
gajillion
who's.
Our
it'll
counsel
for
Public
Works
and
you've
heard
from
the
general
fund
multiple
presentations
on
the
impacts
of
kovat
19
on
on
the
financials.
We
wanted
to
spend
some
time
this
evening.
Talking
about
the
public,
works,
enterprise,
funds
and
Heather's,
going
to
pull
up
our
presentation
here,
get
started
on
that
right
and
something
you
can
see
that.
I
Because,
while
we're
not
asking
for
any
motions
for
this
evening
or
asking
for
any
final
decisions,
we
would
like
to
eat
back
because
we
need
to
start
wrapping
up
the
FY
21
process,
the
budgeting
process.
And
so,
for
example,
we
have
a
rent
increase
request
for
water
tunnel
services.
It's
very
small,
but
if
the
council
gives
us
direction
that,
in
fact
you
don't
want
to
have
a
rate
increase
we'd
like
to
know
that,
so
we
can
adjust
the
FY
2011
budget
process,
but
we'll.
I
The
presentation
next
slide:
okay,
so
kind
of
zooming
out
the
trends
that
cope
with
19's
having
on
our
enterprise
funds
within
Public
Works.
Generally
speaking,
the
enterprise
funds
are
less
impacted
than
a
general
fund,
and
just
to
give
you
an
example,
we
sent
out
utility
van
hosts,
typically,
our
ratepayers
prioritize.
F
I
Utility
bills:
it
means
this
what
they
don't
pay
their
bill,
also,
let's
say,
for
example,
they're
facing
unemployment
issues
right
now,
we'll
work
with
that
customer
to
try
to
figure
out
a
payment
plan
for
them.
Eventually,
we
will
seek
to
collected
and
part
of
our
revenue.
As
a
example,
the
general
fund
services
Mike
was
alluding
to
the
impacts
of
the
loss
and
fees
for
the
parks
department,
for
example,
those.
I
Came
in
the
case
of
the
enterprise
funds,
we
could
get
a
lot
of
the
revenue
back,
we'll
talk
about
our
assumptions
moving
forward.
However,
that's
not
to
say
that
there
are
make
ovid
nineteen
impacts
so,
generally
speaking
for
all
of
our
enterprise
funds
on
the
residential
side,
the
state
home
orders
and
the
remote
work
environments
that
are
for
YouTube
right
now
are
increasing
home
usage,
so
people
are
still
taking
showers,
but
their
home
may
be
bathroom
or
using.
F
I
I
To
pay
so
increasing
usage,
but
then
potentially
impact
the
revenue
and
we'll
talk
about
how
that
how
that
dynamic
is
pointing
out
for
each
of
our
enterprise
money
on
the
commercial
side,
the
business
closure
actually
increasing
usage
where
either
business
has
closed.
The
word
is
reducing
so
in
the
case
of
the
restaurant
they're,
just
going
to
pick
out
service
they're
using
less
of
our
services,
but
that
also
may
be
affecting
their
ability.
I
National
projections
will
share
her
in
a
second
are
somewhat
alarming:
we're
not
seeing
that
invoicing,
at
least
not
yet
national
and
last
but
not
least,
an
assumption
on
the
timing
of
the
recovery,
much
like
DFA
for
the
general
fund
side,
we're
assuming
that
the
recessionary
level
impacts
extend
through
F
521.
Madam.
E
I
A
mayor
comes
from
a
good
question:
we've
actually
been
tracking
inflows
into
the
water
of
the
old
facilities
and
haven't
seen
a
major
change
and
I.
Think
that's
a
part
too.
You
know
during
the
day
you're
either
you
know
using
the
facilities
at
work.
Are
you
using
it
at
home
but
you're
using
a
facility,
so
the
flows
generally
would
stay
consistent
as
opposed
to
on
the
trash
recycling
side,
we're
seeing
a
major
shoe
and
services
over
to
the
residential
side,
an
increase
we're
still
working
through
those
data
sets
and
Heather
all
share
with
you.
I
Some
information
that
we're
seeing
but
I
think
on
the
solid
waste
fund,
recycling
and
trash
there's
still
a
lot
of
moving
parts
and
unknown
data
sets
that
you'll
see,
in
our
rate,
recommendations
we're
going
to
suggest
holding
off
on
any
rate
increases
for
the
solid
waste
fund,
because
there's
so
many
good
parts
right
now.
Thank.
E
I
L
I
I
F
Madam
mayor,
yes
go
ahead.
Thank
you,
since
we're
stopped
here,
I
had
a
question
along
these
lines
too,
with
the
services
or
the
operations
I'm.
Sorry
at
the
water
removal
facility,
with
having
less
coming
in
from
especially
restaurant
size,
I
suspect,
maybe
some
other
businesses,
certainly
more
from
the
those
homes.
As
you
say,
we
at
least
attempt
to
base
our
rates
on
usage
based
on
the
cost
to
actually
treat
that
effluent
once
it
gets
there.
F
But
my
guess
is-
and
you
can
correct
me
if
I'm
wrong,
that
operations
at
the
plant
have
kind
of
a
set
baseline
and
we
can't
go
below
that,
regardless
of
how
much
waste
we're
getting.
So
is
it
what
I'm
hearing
you
say
that
we're
getting
less
waste,
which
will
mean
that
they'll
be
charged
less
because
they're
there
based
on
how
much
they
give
us,
but
our
cost
to
treat
will
remain
about
the
same.
Probably.
I
I
I
We're
projecting
minimal
rate
increases
are
needed
if
any
and
I've
already
kind
of
stole
my
Thunder
a
little
bit
on
the
watermill
aside,
we're
gonna
ask
for
a
3%
rate
increase
and
we'll
get
into
the
details
of
that
on
the
solid
waste
fund.
We're
not
going
to
ask
for
a
rate
increase
at
this
time.
Nor
are
we
gonna
do
that
for
geothermal.
We
have
more
detail
on
that.
The
reduced
growth
rates
that
Mike
alluded
to
do
the
kovat
impact,
that's
going
to
impact
our
revenues
and
then
for
water
renewal.
I
We're
trying
to
balance
this
affordability
piece
with
the
coming
capital
investment
needs.
We've
been
talking
to
council
about
the
coming
capital
needs,
but
we
do
have
an
eye
towards
affordability,
and
so
that's
that
is
something
that
we're
concerned
about
and
potentially
a
lever
we
have
to
solve,
that
is
taking
on
debt,
debt
financing,
and
so
it's
one
of
the
questions
we'll
have
for
you
tonight.
Just
give
me
some
feedback
on.
I
Can
we
go
a
little
further
and
pursuing
debt
financing
and
what
that
might
look
like
you
see,
but
you
don't
need
that,
just
you
and
then
the
expenditure
side.
We
are
right
sizing
line
by
line
review
the
budget,
so
we
are
cutting
some
costs,
for
example,
travel
related
to
conferences
and
training.
That's
not
happening,
that's
allowing
us
to
find
savings
that
we
can
cut
some
of
our
expenditures,
we're
selling
low
or
no
inflation
unless
it's
specific
to
the
utility
and
then
there'll
be
a
reduced
rate
of
compensation
growth
for
staff
or
in
the
past.
M
You
Steve
I
will
start
off
here.
I
can
get
my
slide
to
go
there.
We
go
so
just
briefly.
I
know:
you've
seen
this
council
members
a
mayor
before
an
overview
of
our
water
in
oil
utility.
It's
a
single
largest
asset
with
roughly
two
billion
dollars
in
assets.
We
have
a
thousand
miles
of
collection,
pipe
29,
lift
stations
and
five
various
treatment
facilities
for
our
customers.
We
treat
our
we
service,
approximately
seven
thousand,
seventy
five
thousand
six
hundred
customers
on
the
residential
side
and
on
the
commercial
side
we
serve
roughly
six
thousand
customers.
M
Our
water
eknoll
budget
has
two
major
components
and
operations
and
maintenance
side
our
operating
budget
and
then
a
capital
budget.
Both
sides
have
revenues
and
expenses
associated
with
them.
You
can
see
those
on
the
slide
here,
but
one
thing
to
point
out
on
the
operations
side
of
things.
The
revenues
are
mainly
from
our
service
fees
that
we
charge
our
customers
on
a
monthly
basis
and
then
revenues
for
our
capital
side
also
include
some
of
those
service
charges,
but
we
also
have
connection
fees
that
paid
for
that.
So
you
can
see
the
differences
in
expenses
there.
M
I
won't
go
into
a
lot
of
detail
in
that
at
this
point,
so
pre
kovat
budgets.
So
every
year,
starting
in
January,
we
start
developing
our
fiscal
year
budget
for
the
following
fiscal
year,
so
starting
in
January
through
April,
we
had
been
working
on
our
budget
prior
to
any
impacts
of
Kovach
19.
So
then
we
come
to
March.
Here
comes
koban
19
and
puts
a
major
change
into
what's
going
on
so,
but
before
that
our
budget
was
based
on
minimal
inflationary
increases
in
our
operations
budget.
M
So
you
have
seen
this
slide,
probably
before
our
water
in
oil
utility
planning
process,
we
had
we're
wrapping
up
kind
of
the
culmination
of
three
to
three
and
a
half
years
of
work
and
watering
all
utility
planning
you
had
started
seeing
this.
We
had
gotten
through
the
second
meeting
of
the
series
of
meetings
that
we're
going
to
unveil
the
research
and
work
that
we
had
done,
along
with
recommendations
that
would
be
coming
later
in
the
year.
M
Of
course,
you
see
that
can
big
dam,
the
cove
in
1940
and
just
gonna
derail
that
for
us,
so
we're
reinventing
our
approach
and
I
think
that
there
will
be
a
series
of
memos
that
you'll
receive
along
with
maybe
two
presentations
instead
of
the
seven
total
that
we
initially
anticipated,
but
so
we'll
still
get
that
information
to
you.
However,
today
I
as
Steve
mentioned,
you'll
hear
things
about
the
budget
side
of
things
that
we
had
initially
planned
on
having
a
little
bit
about
utility
planning
information
out
there
first,
so
we
apologize
for
that
transition.
M
Unfortunately,
Cove
in
nineteen
had
a
whole
different
plan
for
us,
so
bear
with
us
on
that.
Please
start
talking
about
the
impacts
in
our
operational
budget,
so,
first
of
all,
within
the
water
eknoll
fund,
we
can
look
at
national
projections
versus
our
local
Kogut
impacts
and
kind
of
trying
to
see
how
nationally
things
are
impacting
at
the
country,
but
also
then
bringing
that
back
down
to
a
local
level.
Our
staff
participates
in
several
different
professional
organizations,
one
of
them,
which
is
the
American
Water
Works
Association,
we've
gotten
some
statistics
from
them
here
on
the
screen.
M
If
we're
looking
here
in
Boise,
we're
not
yet
seeing
that
level
of
impact,
as
Steven
mentioned,
for
commercial
businesses
that
were
required
to
be
closed,
we're
allowing
them
to
contact
our
utility
billing
team
and
let
them
know
if
they're
impacted
by
COBIT.
If
we
can
actually
show
that
in
their
water
usage
that
we
see
from
Suez
water
readings,
then
we
can
reduce
that
usage.
We've
been
contacted
so
far
by
a
hundred
or
less
businesses,
so
that
represents
about
1.7
percent
of
the
business
of
those
commercial
businesses
on
the
residential
side.
M
M
So
then,
looking
then
bringing
back
to
a
little
bit
finer
detail
for
those
impacts.
Here
in
Boise,
Suvari
talked
about
the
winter
water
average.
How
we
use
that
to
establish
our
consumption,
so
I
won't
go
into
a
lot
more
detail.
We
are
allowing
commercial
businesses
to
contact
us
if
they're
close
and
we
can
establish
that
usage
for
it
adjustment,
so
that
would
reduce
their
bill
and
we
also
are
seeing
that
residential
customers
and
some
of
those
commercial
customers
may
have
an
inability
to
pay
and
due
to
unemployment
or
business
closure
whatnot.
M
So
that
is
affecting
our
revenues.
On
the
expenditure
side,
there
are
some
costs
that
are
increasing
due
to
our
response
to
koban.
We
don't
have
a
lot
of
those
impacts
and
this
fine,
but
we
do
have
a
few
and
then
setting
up
for
next
year
we're
trying
to
find
ways
to
offset
those
revenue
reductions
that
we're
seeing
with
some
expenditure
savings.
So
if
we
can
see
here
then
kind
of
the
chain,
adjustments
in
usage
residential
usage
is
up
because
people
are
staying
at
home.
M
Commercial
is
down
because
of
the
closure
orders
and
then
those
impacts
on
revenue
and
expenditures.
All
in
all,
that
totals
far
find
a
net
reduction
in
our
overall
net
income.
So
the
next
slide,
then
we're
looking
at
those
impacts
at
the
national
level
and
at
the
local
level
and
trying
to
strike
a
balance
of
what
that
looks
like
in
our
cash
flow
projections
and
how
we're
projecting
what
these
funds
are
going
to.
Look
like.
So
there's
our
three
lines
on
the
graph.
So
it's
pretty
easy
to
assume
that
good
is
green.
M
Blue
is
the
middle,
which
is
our
expected
line
and
then
yellow
is
our
poor
scenario.
So
these
are
three
scenarios
that
we're
modeling
and
I'm
gonna
focus
primarily
on
the
blue
scenario
here,
and
so
you
can
see
from
100%
we're
assuming
for
the
next
six
to
eight
months
that
we're
going
to
be
about
80
percent
of
our
normal
levels,
so
that
reflects
a
delinquency
rate
for
residential
payments,
reduce
water
usage
for
commercial
customers
and
also
maybe
a
reduction
in
the
collection
levels
that
we
would
have
for
them.
M
But,
as
has
been
spoken
about
for
similar
to
the
general
fund,
we're
assuming
about
a
year
time
frame
so
that
next
fiscal
year
that
will
start
climbing
out
of
that
recessionary
level.
So
you
can
see
that
blue
line
starts
creeping
back
up
to
a
hundred
percent
as
we
get
towards
the
end
of
fiscal
year.
2021.
M
So
there's
a
subtle
difference
in
our
fund
between
what
is
budgeted
versus
our
cash
flow.
So
the
blue
dashed
line
across
the
top
is
what
we
budgeted.
So
that's
a
kind
of
our
rate
revenue.
Whatever
our
customers
usage
is
based
on
those
winter
water
averages
times
the
rate
we
charge
them.
That
gives
us
the
budgeted
amount
and
what
we're
billing
them
at
and
then
the
blue,
the
lower
blue,
solid
line
here
is
that
expected
scenario
that
we
were
just
talking
about,
so
the
middle
ground.
M
The
dark
blue
line
shows
kind
of
how
that
translates
into
our
actual
cash
flow.
So
you
can
see
in
the
last
six
months
of
fiscal
year,
2020
we're
expecting
a
bit
of
a
trough.
So
that's
where
we're
not
receiving
some
of
those
revenues
and
then
they'll
be
offset
in
the
coming
months,
starting
in
fiscal
year,
2021
or
blueline
Peaks,
above
that
dash
line
which
will
be
collecting
some
of
that
money
that
we
haven't
received
in
fiscal
year
2020.
M
M
So
then,
fiscal
year,
2020
kovetz
strategy,
we're
assuming
that
we'll
have
roughly
a
4.2
million
dollar
shortfall
in
this
fund,
which
we
should
be
able
to
cover
with
our
fund
balance,
as
we've
talked
about
that's
primarily
due
to
payment
delinquency
and
some
of
the
adjustments
that
we
have
with
the
commercial
businesses.
We
expect
that
this
is
for
the
short
term
that
we
can
weather
that
storm
in
our
operational
budget.
We've
also
looked
at
our
capital
budget
and
has
tried
to
figure
out
how
we
can
adjust
our
fiscal
year
2020
and
2021
budget.
M
Specifically
in
fiscal
year,
2021
we've
shifted
about
fourteen
million
dollars
of
capital
investment
out
to
future
years
to
try
and
lessen
that
load
in
the
next
coming
in
the
next
fiscal
year.
So,
but,
as
Steve
mentioned
with
the
reductions
in
revenue
related
to
Kovac,
that's
gonna
force
us
to
look
for
different
funding
strategies
than
we've
had
in
the
past.
So
we've
got
a
couple
of
contingencies.
We
could
totally
stop
capital
projects
that
probably
isn't
our
best
option.
M
We've
got
regulatory
requirements
that
we
need
to
meet
and
the
construction
of
these
capital
projects
are
incumbent
on
meeting
those
requirements,
so
we
would
prefer
to
continue
those
projects,
so
the
other
option
would
be
to
consider
bond
financing.
As
you
mentioned,
issuing
debt
to
cover
those
one
thing:
meta
Mayor's
also
requested
each
of
the
departments
to
do
is,
go
and
look
within
their
business
operations
to
find
projects
or
opportunities
that
could
serve
as
local
stimulus
and
we
feel
like.
M
So
then,
we'll
start
talking
a
little
bit
about
our
fiscal
2021
budget.
As
mentioned
earlier,
we
had
anticipated
that
we
would
be
requesting
3.2
FTEs.
This
would
have
equated
to
just
over
$250,000.
There,
we've
gone
back
and
looked
at
that
request,
or
two
positions
in
particular
that
we
would
prioritize
higher
than
the
others
if
we
had
to
pick
and
choose
and
we're
not
able
to
get
all
of
them
approved.
So
the
one
is
the
Lander
Street
water,
enol,
Facility
Operations
Supervisor
in
the
last
year.
M
So
then
balancing
our
fiscal
2021
budget
I'm
not
going
to
focus
on
the
details
of
the
numbers
more
the
rate
increase
equivalent.
So
as
we
have
noted
that
we're
anticipating
a
reduction
in
our
fiscal
2021
revenues,
that's
roughly
equivalent
to
what
would
be
a
4.5%
rate
increase.
So
in
our
expenditure
budget
we're
trying
to
find
savings
to
offset
some
of
that
revenue
reduction,
we
can
find
a
stupid
mention
when
we
were
expecting
to
reduce
our
compensation
increases
for
staff.
Those
normal
increases
that
we
have
every
year,
we're
also
reducing
travel.
M
Those
are
two
things
that
are
fairly
easy:
we're
looking
deeper
into
our
fund
of
ways
to
reduce
an
additional
million
dollars
so
overall
we're
targeting
about
1.2
million
dollars
of
operational
savings,
which
is
equivalent
to
about
2.6
percent,
so
that
leaves
us
with
just
shy
of
2%
lap.
So
we've
got
about
1.9
percent
left
that
we're
not
able
to
cover.
So,
as
Steve
mentioned,
we
would
like
to
request
the
3
percent
rate
increase
that
would
help
us
cover
that
2
percent
and
give
another
1%
that
will
go
towards
our
capital
plan
going
forward.
M
So
then,
now,
let's
talk
about
our
capital
plan,
so
our
10
year
capital
plan,
as
you
can
see
here,
Peaks
can,
in
the
middle
of
our
10
year
window
and
going
out
further.
We
have
a
in
the
10
year
window
about
550
million
dollars
of
capital
that
we've
anticipated
in
years
2025
through
2030.
This
is
an
area
that
you'll
start
hearing
more
about
in
that
water
in
oil
utility
planning
process,
and
there
are
significant
projects
in
this
time
frame
that
we
will
be
asking
for
your
direction
and
approval
of
so
the
interim.
M
The
numbers
that
are
shown
here,
anticipating
some
of
those
decisions
you
would
make,
but
they
are
not.
We
know,
they're,
not
a
guarantee
because
you
have
not
made
those
decisions
yet
so
normally
our
fundings
alternatives
and
scenarios
that
we
utilize
for
capital
have
our
pay-as-you-go
funding.
So
we
increase
rates
to
generate
the
revenues
that
we
need
to
cover
the
capital
in
hand.
M
If
we
were
to
consider
other
funding
the
bond
funding
that
Steve
had
mentioned,
we
would
be
able
to
reduce
those
rate
increases
that
we
would
be
asking
for
and
asked
for
a
3%
rate
increase
in
2021,
followed
by
5%
rate
increases
out
through
at
least
20
fiscal
year
2024
and
then
looking
at
affordability
and
I.
Think
this
is
something
is
a
key
item.
That's
near
and
dear
to
all
of
our
hearts.
M
We
want
to
make
sure
that
we're
keeping
our
rates
affordable
for
all
of
our
customers
and
residents
here,
so
a
metric
that
we
are
using
here
locally.
It's
similar
to
one
that's
used
nationally.
We've
got
our
own
kind
of
personal
take
on
that,
but
we
that
our
water
renewal
bills
should
be
less
than
2%
of
a
customer's
annual
income.
So
there
will
be
more
information
that
watery
no
utility
plan
that
you'll
be
hearing
later
on.
M
So
if
you're
our
residents
they're
in
those
lower
incomes,
it
might
be
slightly
higher
than
the
1.4
percent,
and
then
people
that
are
in
the
higher
income
ranges
it
would
be
less
than
a
1.4
percent.
So
if
we
were
considering
the
page,
you
go
format
as
we've
always
considered
by
2025
those
peaks
of
our
in
capital
investment,
nearly
50%
of
our
residents
would
be
at
or
below
or
just
below
that
2%
threshold.
So
that's
pretty
significant
bond
financing,
however,
would
not
change
that
affordability
threshold
that
we're
looking
at
very
significantly
over
the
coming
10-year
window.
M
B
B
Can
you
help
me
understand
why
bond
financing
doesn't
affect
the
affordability,
whereas
pay-as-you-go
does,
because
at
some
point
you
have
to
service
the
debt
right?
It's
you
either
pay
it
from
the
revenues
that
you're
making
now
from
your
rates
or
you
pay
it
from
revenues
you
make
from
future
rates
and
I,
don't
I
mean
either
way
you
pay
so
I,
don't
understand
how
that
works
out.
M
So,
if
we're
extending
that
out,
it's
just
like
a
mortgage
payment
you're
extending
that
over
a
longer
period
of
time,
so
the
rates
that
would
be
set
would
include
that
payment
required
to
make
that
bond
payment,
but
it
would
we
wouldn't
have
to
increase
rates
so
high,
so
the
difference
between
a
bond
payment
versus
paying
out
full
capital
investment
would
be
would
be
less.
Does
that
answer
your
question.
F
B
Are
gonna
be
carrying
that
expense
for
30
to
50
years
and
so
part
of
the
way
I've
been
thinking
about
it
is
you
know?
Affordability
is
one
piece
and
you
know
obviously
the
perception
to
figure
out
just
which
is
cheaper
right.
It's
cheap
to
borrow
money
now
that
makes
a
difference,
but
it's
also
I
think
kind
of
a
fairness
question
right:
it's
different
people,
it's
different
human
beings
who
will
be
paying
in
2040
or
2050.
B
Then
it
would
be
paying
now
and
it's
those
those
people,
presumably
are
also
actually
the
people
who
will
get
the
benefit
of
most
of
this
investment,
and
so
I'm
curious
to
hear
your
thoughts
and
your
recommendations.
But
to
me
that
is
a
strong
argument
for
pond
financing
here,
if
it's,
if
it
smoothes
the
affordability
in
a
way
that
spreads
across
across
the
generation
of
people
who
are
actually
going
to
be
benefiting
most
from
this,
and
it
prevents
people
from
being
whacked
right
now
what
and
when
they
may
never
live
to
see
those
benefits.
M
Madam
mayor
councilmember
Bajan,
that
is
exactly
right
and
we
call
that
in
our
world
generational
equity,
so
you
could
see
on
the
pay-as-you-go
model
here
the
folks
that
would
be
paying
for
those
investments
in
a
fiscal
year,
24
through
27
timeframe,
they're
carrying
a
greater
load
of
that
capital
investment.
So
it
is
they're
essentially
carrying
that
burden
where,
if
we
were
doing
bond
financing,
it
does
spread
the
cost
of
that
asset
out
longer
and
aligns
that
more
closely
with
the
life
of
that
asset.
So
that
makes
that
generational
equity,
just
like
you
said
more
fair.
M
All
right
so
moving
on
we're
almost
done
with
watering
Northland,
so
one
last
slide.
Debt
financing
has
always
been
a
viable
alternative
in
the
past.
Our
capital
plans
have
not
had
been
like
this
large,
so
we've
been
able
to
manage
within
pay-as-you-go
financing,
and
that
was
a
perfectly
good
solution
then,
but
as
we're
getting
into
these
larger
investments,
generational
equity,
as
we
were
just
talking
about,
is
really
important
and
that's
improved
with
the
bond
financing.
M
As
we've
talked
about
Koba
19
and
the
impacts
economically,
there
may
require
us
to
pivot
to
debt
financing
earlier
than
we
would
had
originally
anticipated.
So
we'll
talk
about
that
more
in
the
next
side
of
it,
but
we
do
have
a
couple
of
different
options.
We
can
go
out
for
a
bond
election
and
the
earliest.
We
can
look
at
that.
It
would
be
pivoting
pretty
quickly.
It
would
be
November
of
2020.
We
could
also
look
at
asking
a
question
in
May
or
November
of
2021.
M
There
is
the
alternative
of
going
for
judicial
confirmation,
and
this
is
actually
presenting
a
case
in
front
of
a
judge
and
they
would
make
a
determination
on
that
case.
There's
a
standard
that
has
to
be
upheld
with
that
and
we
have
to
meet
the
requirements
of
that
debt
being
ordinary,
necessary
and
urgent
and
those
criteria
a
bit
challenging
to
meet.
So
a
lot
of
municipalities
and
folks
try
and
go
out
for
the
bond
election
rather
than
the
judicial
confirmations.
F
Thank
You
Heather
question
kind
of
following
up
on
council
number
of
agents
question,
but
also
on
the
judicial
or
the
approval
method.
Question
how
much
more
overall,
given
today's
relatively
low
interest
rates
or
bond
rates,
will
we
pay
for
the
improvement
by
going
bonding?
Do
you
have
you
guys
begun
those
figures?
Yet,
madam.
M
Mayor
council,
member
Clegg,
that's
a
really
good
question:
there's,
definitely
a
fine
balance
between
paying
additional
interest
cost
versus
having
the
higher
rate.
So
I
can't
specifically
tell
you
in
the
scenario
right
now
how
much
difference
the
interest
cost
would
be.
It
would
depend
on
which,
how
much
the
debt
would
be,
how
long
we
are
financing
the
rate
we
would
get.
So
each
instrument
would
have
a
different
cost
associated
with
that,
and
so
we
would
definitely
want
to
balance
the
the
difference
between
that
cost
and
the
benefit
that
we're
seeing
appropriately
and
then
follow-up.
F
If
I
could
so
then
follow
up,
you
know
how
long
would
judicial
confirmation
take
to
try?
Would
we
be
better
after
this
planning
for
and
going
for
bond
election
I'm
not
expecting
any
answers
to
these
today,
but
just
raising
the
questions
and
do
we
get
a
more
favorable
bond
rate
if
we're
able
to
go
to
election
and
we
might
with
a
judicial
confirmation.
M
M
Maybe
the
second
part
of
that
question,
though,
as
far
as
the
rate
we
would
receive
I,
don't
think
that
it
matters
whether
it
goes
through
judicial
confirmation
or
bond
election
I,
think
the
rate
is
determined
by
the
market
itself,
and
so,
whatever
the
market
and
rates
available
at
the
time
that
we're
ready
to
place
that
bond
would
be
the
rate
we
would
receive
so
I
don't
know
Abby's
available
to
it.
Just.
F
K
Madam
in
Newark,
councilmember,
yes,
so
with
judicial
confirmation,
I
think
we
will
probably
be
looking
at
around
a
six-month
timeframe
for
that
from
filing
the
petition
to
then
having
the
court
issue
an
order
on
it
and
then
the
potential
for
an
appeal
as
well.
They
that
timeframe,
knowing
that
litigation,
is
never
set
in
stone,
and
so,
if
we
did
have
challenges
or
if
the
case
was
appealed
after
we
received
an
order,
that
timeline
could
be
substantially
extended.
H
I
Maybe
I'll
take
a
stab
at
that,
so
just
thinking
through,
what's
coming
our
way
on
the
just
asset
replacement
front,
so
you
know
for
better
for
worse
I'm
the
I'm,
the
director
that's
in
charge,
as
some
of
our
oldest
assets
are
aging
out,
so
we
have
to
start
replacing
those
and
I
think
what
we're
gonna
start
doing
is
just
getting
into
a
more
disciplined
pattern
of
setting
aside
money
to
replace
so
the
next
hundred
years.
Basically,
the
whole
system
will
have
to
be
replaced.
I
E
E
I
I
mean
when
I
talked
about
this
with
Steve
before
I'm
super
supportive
of
the
equity
that
a
bond
scenario
presents
and
my
my
concern
would
be
with
you
know
if,
if
we
went
with
the
election
rather
than
the
judicial
confirmation,
I'm
I'm
a
little
bit
agnostic
on
that.
But
if
we
do
go
to
a
bond
election
which
I
really
support
taking
this
to
the
voters,
I
I
would
support
doing
that
in
an
election
where
other
City
issues
are
on
the
ballot.
E
I
I
think
tonight
we're
more
asking
of
is
Council
as
a
mayor
or
they
all
okay
with
us
continuing
down
the
road
of
considering
that
financing
more
information
on
what
kind
of
rates
we
could
get,
how
long
the
notes
would
be
for,
but
more
than
anything,
we
just
want
to
make
sure
that
we're
still
getting
a
thumbs-up
that
you
want
us
to
continue
down
this
path
before
we
put
more
work
into
it
and
I
think
what
I'm
hearing
yeah
I
think
I'm
hearing
that?
Yes,
please
continue
and
we'll
be
back.
C
Madam
mayor
sure,
councilmember
wood,
Ang's
and
then
I'm
not
sure
if
that
was
Halliburton
or
Thompson.
N
Great,
if
I
cut
out
here,
I'm
gonna
cut
off
my
video
and
just
go
straight
to
audio
I,
appreciate
a
Heather
and
Stevie
bringing
this
forward
as
well
and
I'm.
Certainly
supportive
of
you
continuing
to
explore
that
option.
I
do
have
a
question
as
far
as
the
rate
increase
just
for
the
service
increase
you
were
talking
about,
you
were
anticipating
a
3%
in
2021.
Is
that
correct?
That's.
I
G
I
N
And
then
just
a
couple
follow-up
questions
there.
As
far
as
the
amount
of
water
the
people
are
using,
I
would
guess
it
would
mostly
be
based
off
of
the
number
of
people
in
their
household,
not
necessarily
income
or
or
size
of
houses.
It
usually
just
the
amount
of
people
that
are
causing
the
amount
of
water
usage.
That's.
N
I
guess
just
the
final
question
would
be
there
is
that
our
are
there
other
models
as
far
as
water
renewal
works
that
we
see
in
other
cities
that
are
similar
to
you
know
something
that,
like
Idaho
Power
is
done,
where
people
have
had
the
ability
to
donate
extra
funds
or
pay
extra
funds
to
cover
the
costs
for
people
who
can
or
funds
to
take
into
account
income
and
less
yeah
the
amount
of
people's
income.
So
it
is
kind
of
charged
through
an
equitable
standpoint.
D
I
About
cost
we've
developed
an
affordable
memorandum,
we've
gone
out
nationally
with
that
kind
of
loot,
consider
leading-edge
programs
that
are
doing
really
innovative
work
on
affordability,
so
heather
alluded
to
our
average
impact
bill
impact
on
the
on
the
average
income
is
about
1.4
percent
of
the
average
annual
income,
but
for
folks
on
the
low
end
of
the
spectrum,
it
could
be
upwards
of
six
eight
percent
of
their
annual
income.
So
we
want
to
come
back
to
you.
I
We've
been
sending
what
they're
doing
in
San
Antonio
the
sanitary
water
systems
considered
a
national
leader
on
affordability
issues.
We've
been
looking
at
Philadelphia,
there's
some
California
utilities,
so
you
want
to
come
back
and
talk
to
you
all
about
not
necessarily
philanthropic
changes.
Although
what
you
alluded
to
is
important,
if
folks
want
to
donate,
we
would
like
to
propose
to
you
some
business
model
changes.
We
could
make
to
address
some
of
those
affordability
issues.
I
M
I
can
definitely
do
that,
so
we
currently
have
two
primary
programs
that
we
offer.
One
is
a
hardship
discount,
so
if
a
we
base
it
on
the
CDBG
income
guidelines,
so
if
customer
falls
into
the
extremely
low
guideline,
so
that's
the
very
lowest.
So
they
have
to
be
on
the
very
low
end
of
the
income
scale.
They
could
be
knowledgeable
for
a
30%
discount
on
their
bill
and
that
allows
them
to
applies
both
to
water
in
oil
and
sea,
their
solid
waste
portion
of
the
bill.
M
We
have,
they
provide
us
information
to
see
if
they
qualify
and
if
they
do
qualify,
then
we
just
give
them
that
discount
for
the
for
a
year
and
then
they
reapply
each
year.
Another
deception
or
program
that
we
have
is
a
one-time
payment
towards
their
bills.
So
again
they
have
to
qualify
la
de
implements
or
administers
this
program
for
us.
M
So
if
our
utility
billing
CSRs
here
a
customer,
that's
having
struggles
or
a
difficult
time
paying
their
bills,
they'll
refer
them
over
to
LA,
to
LA,
to
has
a
form
that
they'll
fill
out
and
kind
of
walk
through
the
customers
financials
and
see.
If
they're
qualified
and
if
they
are
then
one
time
a
year,
that
person
can
get
$100
applied
to
their
utility
bill
and
they
can
do
that
annually.
So
it's,
but
it's
a
one-time
in
each
calendar
year.
N
Yeah
Heather
Steve
thanks
so
much
for
for
following
up
with
it
with
that
information
and,
like
I,
said,
I,
look
forward
to
seeing
how
you
explore
it
with
the
bond
through
that
equitable
lens,
as
well
as
what
you
kind
of
told
us
about
right,
there's,
maybe
some
other
things
that
you're
looking
into
so
yeah.
Thank
you.
So
much
keep
up
the
keep
up
the
great
work,
Madame.
C
L
I
Okay
and
I
think
we've
lost
Heather
in
the
presentation,
so
let
me
just
go
ahead
and
I'm
off
of
memory
and
McKenna
was
on
the
last
slide.
So
just
summary
recommendations.
We're
gonna
have
code
19
impacts.
We
do
have
some
operational
impacts
that
we'll
be
able
to
offset
with
our
fund
balance
and
water
renewal,
but,
given
that
we
would
like
we
are
requesting
and
would
like
to
request,
come
to
July
workshop,
a
3%
rate
increase
to
cover
the
impacts,
but
also
give
us
some
flexibility
to.
I
We
are
predicting
what
we
thinks
gonna
happen,
we're
just
not
100%
sure,
so
that
would
give
us
some
flexibility.
However,
we
do
appreciate
that
there
are
some
economic
challenges
out
there
and
if
it's
at
the
pleasure
of
the
council
to
seek
a
0%
rate
increase-
or
we
can
do
that,
it
just
puts
a
little
more
pressure
on
the
debt
financing
piece
and
really
doesn't
give
a
ton
of
flexibility
on
the
Kovach
handling
the
code
at
19
degrees,
and
then
the
debt
financing
will
be
coming
back
to
you.
I
F
At
a
mayor,
I
had
thank
you
Steve.
It
seems
like
this
might
be
opportunity,
as
we
take
the
budget
out
for
public
comment,
to
determine
a
recommendation.
I
guess,
in
my
mind,
I
believe
the
3%
probably
makes
some
sense,
especially
if
we
couch
it
in
terms
of
how
much
it
is
on
an
average
bill
per
month,
but
at
the
same
time
offer.
F
Alternative
scenario
where
we
take
0%
but
make
it
clear
to
the
public
if
we
do
that
that
it
will
either
be
accompanied
by
higher
rate
increases
later
or
by
bond
financing
or
both
and
get
public
comment
on
that,
rather
than
offering
only
the
one
scenario
and
expecting
the
public
to
understand
what
the
other
options
might
be,
it
might
be
reasonable
to
outline
the
other
options,
making
sure
people
understand
the
consequences.
I,
don't
know
how
others
feel
about
that.
E
I
think
that
what
Elaine
suggested
makes
a
lot
of
sense,
I
think
I
mean
it's
easy
for
us
to
sit
here
and
say:
yeah
I
mean
we
understand
all
of
the
finances
and
we've
been
looking
at
these
public
works
budgets
for
a
very
long
time,
and
so
3%
makes
sense.
Given
the
context
of
everything,
but
I
think
that,
right
now,
people
are
watching
us
a
lot
more
closely
and
I.
E
Think
that
that's
a
good
thing
and
I
think
that
going
into
this
budget
process
and
giving
folks
like
using
the
opportunity
to
for
education
on
how
how
these
funds
work,
how
our
enterprise
funds
work
and
if
we,
if
we
don't
take
a
3%
increase
to
cover
our
costs
today.
What
that
means
for
tomorrow
so
I
think
that
it's
it's
a
really
great
opportunity
to
do
some
of
that
work,
and
you
know
I,
think
a
3%
makes
a
lot
of
sense
personally
and
I'd
like
to
see
what
the
community
thinks
as
well.
B
Then,
that's,
incidentally,
the
same
reason
that
I
think
it's
really
smart
to
look
at
bond
financing
it.
It
may
turn
out
to
be
the
most
cost.
Effective,
equitable
smoothest
way
to
do
this.
For
our
citizens
over
a
long
period
of
time
and
those
those
are
the
kinds
of
things
that
make
me
think
well,
this
is
the
right
way
to
go.
L
L
The
City
of
Boise
is
in
the
same
situation
that
a
lot
of
moistens
are
in
having
to
readjust
and
make
different
different
decisions
with
their
money,
and
also
recognizing
that
there
are
some
maintenance
chores
that
need
to
be
done
for
the
good
of
the
community
and
for
families.
So
I
believe
that
we
have
citizens
who
have
their.
They
have
common
sense
and
they
know
that
any
of
these
maintenance
and
operations
decisions
are
going
to
be
made
mindfully,
but
I.
L
Think
now
is
a
really
good
opportunity
for
us
to
make
sense
of
how
we
come
to
these
decisions
for
folks
and
if
there's
anything,
I'd
say
that
we
could
learn
over
the
last
few
years.
It's
that
people
want
to
know
what's
happening
and
how?
How
do
we
come
to
these
decisions
and
they
want
to
be
able
to
give
their
input
so
I'd
say
this
presents
this
with
that
unique
opportunity.
H
Thank
you,
madam
mayor.
Fine
and
councilmember
Sanchez
touched
on
where
I
was
gonna
go
in
a
way
as
well.
I
think
it's
really
important
that
we
stress
that
these
investments
are
not
a
wish
list
or
anything
of
that
kind,
that
these
are
absolutely
required
and
necessary,
and
it's
not
like
a
building
project
or
something
along
those
lines.
This
is
an
absolute
must
for
our
utility
and
that's.
This
was
an
outstanding
presentation
and
provided
a
wealth
of
information
and
knowledge
for
me
going
forward.
H
I
think
the
only
thing
I
didn't
come
away
with,
but
it
wasn't
meant
for
this
was
the
sense
of
urgency
that
I
think
we
need
to
portray
to
the
public
and
making
it
clear
that
bonds
and
or
increases
in
our
utility
rates
or
likely
a
combination
of
both
are
required
as
a
result
of
these
investments.
So
I
just
want
to
make
sure
we
and
I'll
help
do
that.
Make
that
make
that
clear
going
forward
thanks,
Matt.
C
I
N
Need
this
slide,
so
people
can
turn
them
off
if
we
don't
need
them
either.
Nate
yeah
I
would
echo
the
same
thing.
I
think
that
everyone
else
said:
I
I,
love,
community
outreach
and
so
I'm
really
glad
that
council
president
clay
brought
that
up
at
the
very
beginning,
I
think
this
is
a
great
opportunity
for
that
and
I
think
it's
a
great
opportunity
to
talk
about
budget
and
what
that
does.
I
also
really
appreciate
a
council
member
of
agents.
Comments
about
like
the
goal,
is
to
try
to
make
this.
N
Don't
and
so
I
think
that
that's
the
outreach
that
I
get
excited
about
is
trying
to
have
that
that
conversation
with
the
community
to
see
what's
possible
as
far
as
those
rate
increases
as
far
as
bonds.
As
far
as
you
know,
property
taxes,
you
know
all
the
different
things
across
the
board
to
figure
out.
You
know
how
you
get
through
this
problem
together
and
how
you
do
it
in
a
really
equitable
way.
So
yeah
I
certainly
support
you
all.
I
I
Okay,
so
we'll
package
up
we'll
figure
out
how
to
package
this
up
for
the
budgeting
process,
where
we
try
to
frame
up
an
option,
we'll
figure
we'll
figure
it
out
we'll
go
back,
and
thank
you
our
to
do
that
so
and
then,
madam
mayor,
we
got
the
solid
waste
fund,
a
geothermal
fund.
I
know
we
were
scheduled
for
60
minutes.
We're
coming
up
on
five
I
think
we
get
that
through
those
pretty
quickly
but
I'll
defer
to
you.
Certainly
on.
I
C
I
M
I'm
trying
to
get
back
to
my
sites
there
we
go
all
right
so
really
quickly:
a
solid
waste
utility
overview
and
it's
a
service
base
fund.
We
contract
our
services
with
three
public
services
of
Idaho.
On
the
residential
side,
we
have
roughly
seventy
seven
thousand
customers.
We
provide
trash
recycling
and
compost
services
for
them.
The
recycling
includes
the
household
hazardous
waste,
as
was
mentioned
earlier
and
glass
service,
and
then
for
commercial.
We
have
roughly
seven
thousand
customers
and
provide
trash
and
recycling
services
for
them
again.
M
Projections
nationally
versus
locally
on
a
national
level,
Republic
Services
has
predicted
for
residential
customers
of
roughly
thirty
percent
increase
in
residential
volume,
comparing
not
here
locally
on
the
residential
side.
We
know
that
our
customers
are
sending
out
more
trash.
We
are
not
sure
exactly
yet
how
much
that
is
so
we're
waiting
for.
We
have
to
get
to
the
end
of
a
billing
cycle
with
the
landfill,
so
we
can
start
doing
some
comparisons
there.
M
So
we
are
carefully
and
closely
watching
that
as
we
get
closer,
but
on
the
commercial
side
of
things
with
the
closure,
we
are
seeing.
Some
commercial
businesses
reduce
their
service
levels
about
225
of
those
businesses
have
contacted
us
to
reduce,
which
is
about
three
percent
of
those
and
again
we
are
having
residential
customers
that
are
contacting
us
with
impacts
financially
related
jacoba
about
a
hundred
and
seventy
five
of
those
calls.
So
far.
M
If
we're
looking,
then
at
bringing
back
to
a
little
bit
more
detail
here
locally,
our
revenues
for
this
fund
align
very
closely
with
our
expenditures.
So
if
we
charge
a
customer
for
a
service,
it's
generally
because
we
have
a
bill
to
pay
for
Republic
Services
or
the
landfill,
so
those
things
line
up
very
closely
and
generally,
if
we
receive
see
a
decrease
in
our
revenues,
then
we're
seeing
a
decrease
in
expenses
that
go
along
with
that.
M
However,
right
now
with
Kobe
19
we're
seeing
a
mismatch
in
revenues
and
expenses
and
I'll
explain
that
briefly
in
a
second
and
then
on
the
expenditure
side,
we
have
expense
levels
buried
with
that
provision
of
service.
So
we
want
the
punchline
here
so
with
residential
services,
we've
talked
about
increase
of
set
out,
so
that
increases
our
landfill
expenses,
commercial
business
as
we've
talked
about
their
clothes,
so
they're
not
creating
any
trash
or
anything
that's
set
out.
So
our
revenues,
along
with
our
expenses
there
are
reduced
so
overall
for
the
fund.
M
Then
we're
doing
the
same
3
scenario:
projection
I
won't
go
into
a
lot
of
detail
here.
We
talked
quite
a
bit
about
that
in
a
watery
NOLA
fund,
we're
focusing
on
that
blue
line
in
the
middle,
which
is
our
expected
scenario,
just
as
we
were
in
watery
NOLA
fund
and
then
the
difference
between
our
budgeted
revenues.
M
So
then
budgetary
impacts
for
fiscal
year,
2020
and
2021.
We
have
an
estimated
shortfall
in
fiscal
year,
2020
of
about
2.2
million,
which
is
5.9
percent
of
our
operations
budget.
We
expect
that
those
delinquencies
as
I
mentioned,
will
start
collecting
that
as
we
move
into
fiscal
year
2021,
so
for
this
fiscal
year
we
are
expecting
to
use
fund
balance
to
cover
that
difference.
Our
estimated
shortfall
for
fiscal
year
2021
is
about
2.7
million,
which
is
roughly
7.1
percent
of
our
overall
operating
budget,
but
the
delinquencies
that
we
expect
to
collect
in
fiscal
year.
M
2021
are
about
2.8
million,
so
it's
most
of
what
we
had
delinquent
in
2020
or
expecting
to
be
delinquent
in
2020,
plus
a
portion
of
what's
delinquent
in
2021.
We
expect
to
collect
in
2021,
so
so
not
2021
collection
well
on
into
2022.
So
so
you
can
see
for
fiscal
year
2021,
though
the
delinquency
collections
will
roughly
offset
that
estimated
shortfall.
So
that
is
a
very
key
assumption
here.
If
we're
off
there,
then
we
may
have
to
make
some
adjustments
more
specifically
in
this
fund.
M
We
do
have
one
small
capital
project
in
this
fund,
so
just
noting
this
primarily
as
we
may
have
a
little
bit
of
leverage
here,
the
project
is
in
being
required
by
Idaho
DEQ
at
one
of
our
remediation
sites.
So
we
may
or
may
not
have
some
flexibility
here.
We
would
have
to
negotiate
with
DEQ
to
make
that
adjustment
and
timing
if
needed
so
I'll.
There
are
no
questions.
I'll
turn
over
to
Steve.
For
that
summary,
and
recommendations
on
this
fund.
I
But
at
this
point
we
just
need
more
data.
We
don't
have
there's
a
lot
more
variables
in
this
fund
with
Landfill
payments
with
public
services,
a
lot
more
external
variables,
so
we
think
they're
manageable,
but
we're
just
not
a
hooker
said
sure.
So
at
this
point
for
FY
21,
there's
no
rate
recommendation
at
this
time.
I
We're
going
to
be
closely
wondering
the
impacts
looking
at
our
landfill
costs,
the
increase
in
residential
usage,
and
we
may
need
to
come
back
from
media
readjustment
depending
on
the
impacts,
but
we're
just
not
sure
this
yet
I
think
more
starting
on
the
watermill
side.
So
at
this
point
we're
not
making
any
rate
recommendations
at
this
time
with.
M
All
right,
geothermal
friends,
so
just
a
quick
overview
of
the
utility
are
there
are
four
geothermal
systems
within
the
City
of
Boise.
The
one
operated
by
the
city
of
Boise
is
the
largest
of
the
four
and
there's
a
kind
of
this
map.
I
know
the
map
is
maybe
a
little
hard
to
see
detail,
but
it's
just
kind
of
to
demonstrate
the
size.
The
City
of
Boise
system
is,
are
all
the
lines
that
are
shown
on
the
map
in
kind
of
a
purplish
color.
M
There
are
the
three
other
city
or
other
services,
Warm
Springs,
Water
District,
as
the
next
largest,
which
is
shown
in
the
darker
green
and
then
the
Veterans
Administration,
bright,
blue
and
the
state
system
and
kind
of
the
teal
blue
they're.
Also
for
the
City
of
Boise
system.
We
are
the
nation's
largest
heating
district,
which
we
are
very
proud
of.
That
fact
is
pretty
kind
of
fun
and
unique
for
the
City
of
Boise.
Our
system
serves
92
buildings
and
the
Boise
downtown
core,
and
that
also
includes
buildings
over
it.
M
M
So
we
try
and
keep
our
rates
as
low
as
possible,
because
natural
gas
rates
are
quite
low
right
now
and
on
the
expenditure
side,
there's
not
a
lot
of
room
to
move
within
our
operational
cost.
It
doesn't
require
a
lot
operationally
to
to
fund
or
to
operate
this
fund.
I
guess
power
cost
to
pump
the
water
and
then
repair
and
maintenance
costs.
Those
are
our
two
main
drivers
of
costs
in
this
one.
So
that's
really
important.
A
couple
of
years
ago
we
were
during
our
winter
months,
which
is
our
biggest
part
of
the
heating
season.
M
Of
course,
we
were
having
issues
with
significant
line
breaks
and
our
staff
did
some
research
figured
out
what
was
going
on
there
and
then
once
they
figured
out
the
issue,
they
created
a
strategic
repair
plan,
the
first
year,
which
was
funded
by
an
advance
from
the
general
fund.
Once
we
completed
that
our
next
water
winter
season,
we
saw
a
much
reduced
a
level
of
line
breaks.
We
only
had
two
line
breaks
in
this
last
year,
so
huge
improvement
by
getting
ahead
of
those
repairs,
so
those
proactive
repairs
are
really
important
for
the
system.
M
So,
in
fiscal
year
twenty
and
twenty
one,
when
we
had
developed
those
budgets,
we
anticipated
using
some
fund
balance
to
cover
those
strategic
repairs,
but
that
was
prior
to
the
revenue
impacts
of
kovetz.
So
that's
kind
of
important
nuance
here
so
as
we're
talking
about
usages
down,
so
that
translates
to
revenue
being
down
and
note
as
I
mentioned,
of
change
in
expenses,
so
our
overall
net
income
is
anticipated
to
be
down.
M
Thankfully,
the
next
six
months,
where
they're
the
lowest
point
of
our
water
use
for
our
geothermal
system,
but
once
we
pick
back
up
into
fiscal
year,
2021
we'll
be
starting
that
heating
season
again.
It
starts
roughly
in
October,
so
kind
of
with
the
mirrors
with
the
beginning
about
fiscal
year.
So
we'll
start
and
then
just
pick
it
back
up
similar
to
the
other
funds,
just
gradually
increasing
back
over
that
next
fiscal
year.
M
So
then,
looking
at
fiscal
year,
2020
and
2021
budget
impacts
we're
estimating
we'll
have
a
shortfall
in
this
fiscal
year
of
about
a
hundred
and
eighty
thousand
dollars.
It's
pretty
significant
for
this
fund.
That's
almost
a
quarter
of
our
operating
budget.
So
within
this
year
we're
expecting
or
we're
expecting
to
use
fund
balance
next
year,
our
shortfall
we're
anticipating
to
be
right
at
300
thousand,
which
is
nearly
forty
percent
of
our
operating
budget,
so
very
significant
in
this
fund.
M
Initially,
we
had
expected
to
use,
as
I
mentioned
fund
balance,
to
cover
that
this
fund
doesn't
have
a
lot
of
fund
balance,
so
it's
kind
of
it's
very
much
on
the
edge.
If
we
see
the
reductions
that
we
are
expecting,
we
would
be
significantly
impacted
here.
So
recently
the
city
received
a
CNG
or
compressed
natural
gas
fuel
tax
rebate
from
Republic
Services.
We
get
these
rebates
every
few
years,
and
so
we
must
need
to
utilize
that
fund
balance
here
in
this
fund
to
help
cover
that
shortfalls.
M
M
I
Deal
and
most
cities
would
love
to
have
that
opportunity.
The
geothermal
system,
we
mentioned
the
strategic
repairs,
the
those
have
been
paying
on
to
brakes
this
past
year,
want
to
keep
moving
on
that.
But
in
order
to
do
so
considering
the
kovat
impacts
we
would
like
to
request.
Use
of
that
seems
Uribe
that
Heather
alluded
to
take
that
three
and
thirty
four
thousand
dollar
expect
from
a
public
services
and
applied
geothermal
fund.
A
B
I
Any
number
of
initiatives
across
the
city
like
two
years
ago,
we
used
it
to
fund
electric
vehicle
purchases
years.
Before
that
we
had,
we
have
a
laundry
list
of
things,
we've
used
it
for
we
had
not
earmarked
that
for
anything
this
year.
Yet
and
just
so
happened
we
got
to
check
in
and
then
Cove
it
hit,
and
so
we
thought
that
was
a
good
connection
there,
but
we've.
A
E
Mayor
Steve
I
think
it
makes
a
lot
of
sense
to
you
know
knowing
the
history
of
that
CNG
rebate,
to
be
used
for
various
initiatives
in
Public
Works
that
it
would
go
to
this,
since
our
I
think
that
a
lot
of
us
have
the
vision
that
will
have
better
subscription
to
our
geothermal
system
and
that
that
will
help
offset
some
of
the
natural
gas
that's
currently
being
used
in
the
city
and
help
us
towards
some
of
our
climate
goals,
so
I'm,
very
supportive
of
that
and
I'm
really
supportive
of
keeping
up
with
those
strategic
repairs
of
this
utility.