►
From YouTube: Boise City Council - Strategic Planning/Budget Workshop
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
C
D
D
C
Thanks
we're
gonna
I'll,
have
Courtney
walk
through
the
schedule
and
then
before
we
jump
into
budget.
Slides
I've
got
a
couple
things
to
say:
good.
A
Morning,
Madame
mayor
members
of
the
council,
I
am
Courtney
Washburn
I
am
the
chief
of
staff
for
the
city,
and
I
am
going
to
be
your
bookend
for
the
day,
so
I'll
start
with
the
overview
and
then
I'll
be,
at
the
end
of
the
day,
to
answer
any
follow-up
questions
or
any
pieces
of
feedback
that
remain
so
first
and
foremost,
just
a
reminder
of
the
mission
of
the
city
I
like
to
point
this
out.
A
It
is
the
thing
that
unites
all
of
the
staff
who
work
for
the
city
of
Boise,
including
the
directors
we
have
with
us
today.
Many
many
people
work
to
deliver
service
throughout
the
city
and
also
work
to
put
together
the
budget.
So
a
special
shout
out
to
Eric
who
you'll
hear
from
later
and
Christine
Miller,
who
were
the
drivers
of
putting
together
today's
presentation,
along
with
the
Department
directors,
and
so
what
we're
doing
today.
A
Oh
sorry,
I
keep
seeing
myself
instead
of
my
slides
the
budget
process
overview.
You
have
done
the
budget
overview
today,
we're
doing
the
first
City
Council
budget
workshop,
and
the
goal
of
today
is
to
get
through
all
of
the
resource
requests
by
the
department
and
to
gather
your
questions.
Your
concerns,
your
compliments
you're
allowed
to
complement
City
staff
as
well
and
feedback
for
follow-up
so
that
we
can
get
you
all
the
information
you
need.
A
So
we
have
folks
in
the
room
here
to
capture
sure
your
questions,
concerns
compliments
and
feedback,
and
in
order
to
get
through
the
day
efficiently,
you
may
hear
directors
commit
to
a
follow-up
for
information
or,
if
there's
a
question
we
can't
currently
answer
just
know.
We
will
return
with
those
in
whatever
form
working
with
Council
leadership
determines
is
the
most
appropriate
we'll
return
to
the
slide
at
the
end.
A
Just
to
remind
you
that
this
is
the
first
of
several
interactions
you
will
have
with
the
city's
budget
and
then
our
goal
for
the
day
is
to
get
through
presentations
from
all
of
the
Departments
and
then
the
office
of
the
city
council.
We
do
have
several
other
offices
that
will
not
be
presenting
today,
because
there
are
no
budget
asks
that
includes
the
mayor's
office,
the
office
of
community
engagement,
the
office
of
police
accountability
and
your
office
of
internal
audit.
A
A
Carrie
is
going
to
cover
the
slides
for
human
resources,
and
Kelsey
is
going
to
do
the
ones
for
the
fire
department
and
then
we'll
wrap
up
the
day
towards
the
end.
With
that
Madam.
C
Mayor
thanks,
Courtney
I,
first
want
to
thank
all
of
our
team
for
being
here
today
and
for
all
the
work
that
went
into
this
to
lead
up
to
it,
and
so
thanks
thanks.
So
much
look
forward
to
the
conversation
you
know
I,
as
I
said
in
my
state
of
the
city.
Our
vision
is
to
be
a
safe
and
welcoming
City
for
everyone,
and
the
budget
document
is
really
reflective
and
ought
to
be
and
must
be
reflective
of
the
values
of
this
community
and
which
is
what
we
seek
to
do
with
this
budget.
C
And
so
the
goals
today
and
with
this
budget
and
through
this
conversation
today
get
ready
for
the
budget.
Workshop
is
to
with
this
work,
to
make
sure
that
we're
investing
in
the
needs
of
today
and
while
investing
for
the
future
and
also
ensuring
that
we
are
able
to
continue
to
make
good
on
our
promise
to
provide
as
much
relief
as
possible
to
Residents,
while
making
sure
that
we
can
meet
today's
needs
and
prepare
for
the
future.
C
And
ultimately,
it's
about
taking
care
of
people
so
both
making
Investments
for
and
with
our
residents
through
the
Departments
that
we
lead,
but
also
taking
care
of
our
staff,
and
so
those
in
here
information
about
raises
building
on
our
desire
to
have
a
true
Merit
pool,
but
then
increasing
parental
leave
and
looking
at
vacation
as
well
for
employees,
and
so
just
some
highlights
all
the
Departments
are
here
but
you'll
see
in
today's
discussion
and
some
provisional
items.
In
the
event,
the
council
passes
the
modern
zoning
code
and
there
will
be
some
budget
items.
C
We
are
continuing
to
take
and
invest
housing
dollars
in
Housing
Solutions
for
residents,
and
so
there's
a
discussion
around
that,
of
course,
some
parks
and
a
new
Pathways
fund.
That
I
wanted
to
highlight,
as
well
as
the
electrification
continued
electrification
of
some
of
our
buildings
through
Public
Works,
and
with
that
I
will
I
had
handed
back
over
Eric's
going
to
do
an
overview
and
I
want
to
thank
the
county.
Assessor.
C
Her
team
was
able
to
get
to
us
yesterday
some
new
information
that
enables
us
today
to
have
a
conversation
about
the
real
impacts
of
the
change.
In
valuation
strategy
she's
using
so
relief
for
our
residents,
but
also
the
real
impact
that
our
decision
again
to
keep
money
in
the
hands
of
taxpayers
will
have
on
the
average
homeowner.
A
Madame
mayor
I'm
just
going
to
cover
a
couple
themes
and
some
overall
information
contained
in
this
budget
before
handing
it
over
to
Eric
to
go
through
the
strategy
and
approach
to
the
budget
build.
These
should
look
very,
very
familiar
to
you.
The
themes
are
of
this
budget
are
two
Advanced
Community
priorities
that
includes
housing,
climate,
Transportation,
Economic,
Opportunity
and
health
and
safety,
and
these
aren't
just
the
priorities
of
individual
departments
or
offices.
A
These
are
the
concerted
efforts
that
the
city
brings
its
best
and
brightest
together
to
tackle
some
of
the
considerations
providing
property
tax
relief,
which
has
been
a
priority
of
the
mayor
and
the
council.
We
obviously
need
to
keep
Pace
with
growth
and
we
need
to
ensure
that
we
continue
the
service
delivery.
Our
residents
expect
and
then
some
of
the
highlights
in
this
budget.
We
need
to
continue
our
efforts
to
protect
and
expand
on
affordable
housing.
A
You
all
should
be
aware
of
the
investment
we're
making
an
emergency
shelter
as
we're
waiting
for
some
of
our
other
projects
to
come
online.
We
do
have
in
this
budget
the
bridge
funding
for
Valley
Regional
Transit,
with
a
caveat
Valley,
Regional
Transit
will
bring
to
you
that
request
and
that
public
hearing
on
June
6th
and
then
the
pending
approval
of
the
modern
Zone
and
code
implementation
is
also
in
this
budget.
A
We
are
proposing
to
add
new
positions
and,
as
the
mayor
mentioned,
increase
compensation
and
benefits
for
our
employees
and
then
increasingly,
as
we
work
to
deliver
services
to
the
community.
Finding
ways
to
do
it
better,
quicker
faster,
has
become
a
priority,
so
streamlining
processes
investing
in
technology
and
really
focusing
on
data
collection
and
quality,
particularly
as
it
relates
to
what
might
be
useful
in
decision
making
moving
forward.
A
And
then,
as
you
all
probably
know,
several
of
our
departments
are
in
strategy
or
planning
processes
that
includes
facilities
and
strategic
plans,
in
addition
to
a
technology
roadmap,
and
this
continues
to
be
a
theme
and
has
been
for
very
quite
a
few
years
since
we
fully
recovered
from
the
pandemic.
So
Idaho's
population
growth
continues
to
increase,
our
Valley
continues
to
grow
and
the
city
continues
to
be
in
a
growth
pattern
and
this
city
Remains
the
state
and
the
Valley's
economic
driver
and
Cultural
Center
with
more
and
more
people
coming
to
live,
work
and
play.
A
And
then
I
just
want
to
touch
on
the
general
fund.
Staffing
growth
Trends
in
FY
2017
to
2020
before
coved,
the
average
ad
of
positions
was
28
per
year
and
then
in
2022
and
2023
we
needed
to
catch
up
because
we
did
not
expand
during
the
pandemic,
because
we
were
uncertain
what
Service
delivery
we
were
going
to
provide
and
the
Staffing
we
would
need
to
provide
it.
A
So
we
added
roughly
47
positions
during
that
period
of
time
and
then
in
the
budget
that
will
come
before
you
we're
proposing
26.75
positions
which
were
calling
a
return
to
normal,
and
these
are
really
targeted.
Investments
in
Public
Safety,
in
addition
to
actions
of
the
city
that
are
budget
neutral.
A
So
here
is
the
breakdown.
So
the
green
is
just
a
reminder
of
our
positions
in
the
Enterprise
funds
that
do
not
rely
on
General
funds
for
support.
A
A
The
city
council
is
proposing
to
add
ftes,
so
you'll
see
these
on
here
and
then
the
largest
investment
in
terms
of
Staffing
is
in
the
police
department,
and
those
positions
are
mainly
focused
on
the
need
to
invest
in
training,
leadership,
development
and
the
growth
of
our
Police
Department,
not
just
in
numbers,
but
in
modernizing
some
of
our
approaches
and
investing
in
the
training
of
officers
yeah
and
then,
in
terms
of
employee
compensation.
A
We
obviously
want
to
retain
our
talented
team
stay
competitive
in
the
marketplace,
so
our
proposed
approach
for
General
employees
is
3.5
base
increase.
The
city
has
worked
really
hard
to
separate
cost
of
living
from
Merit
base
pay,
and
this
is
reflective
of
that.
So
the
base
increase
is
should
be
considered
more
of
the
cost
of
living
in
the
city
and
the
three
percent
Merit.
One
time
is
designed
to
reward
people
for
their
performance
in
the
positions.
A
We
continue
to
maintain
no
and
low
cost
health
care
insurance
for
our
employees
and
their
families,
and
then
we
are
proposing
to
enhance
leave
benefits
by
extending
parental
leave
and
adding
to
Vacation
approval
and
then
new
benefits
our
new
Adoption
benefit.
And
then,
if
we
have
staff
who
are
bilingual
and
we're
going
to
start
with
Spanish
and
that
adds
to
their
job,
so
we're
going
to
look
through
job
classes
that
may
benefit
from
bilingual
staff.
A
F
Good
morning,
Madame
mayor
members
of
the
council,
I'm
Erica
lamoria,
with
the
Department
of
Finance
and
administration
I'm,
going
to
go
over
some
themes
before
going
into
a
little
bit
of
specifics
in
terms
of
what
this
budget
contains,
the
First
theme
in
developing
the
proposed
fiscal
year,
24
budget
was
first
and
foremost
fiscal
responsibility.
So
in
developing
this
it
was
very
important
to
ensure
that
Not
only
was
the
general
fund
balanced
in
fiscal
year
24
and
that's
per
state
code,
but
also
balanced
within
our
forecast
period.
And.
F
When
we
develop
our
forecast,
we
look
at
a
10-year
time
Horizon,
so
we
we
believe
that
this
budget
will
be
balanced
and
allow
for
the
city
to
be
in
a
positive
position
within
that
entire
forecast
period.
Similarly,
we
looked
at
our
Capital
fund
and
strove
to
ensure
that
our
Capital
fund
would
be
balanced
within
the
five-year
Horizon
that
we
we
look
at
within
our
Capital
fund.
To
do
do
that.
F
We
you
know
where
we
worked
very
hard
to
ensure
that
our
Revenue
targets
were
achievable,
as
were
our
expenditure
budgets,
realistic,
that
any
additions
are
sustainable
over
time,
as
well
as
ensuring
that
there
are
allowances
for
future
growth.
You
know
to
keep
up
with
Community
Community
growth,
as
we
developed
the
recommendations
included
within
this
budget.
We
also
made
certain
allowances
for
a
potential
recession.
Should
we
experience
one?
The
first
element
that
we
included
to
that
end
was
the
establishment
of
an
economic
uncertainty.
F
Reserve
five
hundred
thousand
dollars
is
included
within
this
budget
for
that
and
that
could
be
available
for
any
unexpected
cost
that
we
might
realize
or
any
unexpected
Revenue
to
clients.
Further,
we
looked
at
our
Revenue
estimates
within
development
fees
and
departmental
revenues.
Those
are
two
categories
that
tend
to
be
the
most
economically
sensitive
and
in
looking
at
those
categories
we
did,
you
know,
try
to
restrain
restrain
growth
to
prepare
if
we
should
see
any
reductions.
F
We
also
know
that
we're
seeing
you
know
very
high
inflation
levels
in
the
city
and
nationally,
and
we
really
worked
hard
to
ensure
that
this
budget
was
reflective
of
cost
increases
So
within
our
Capital
plan.
Several
of
our
projects
have
been
have
been
adjusted.
We
also
have
an
approach
to
address
to
address
escalation,
which
I'll
go
over
in
just
a
couple
of
moments.
F
We've
accounted
for
anticipated
increase
increases
in
high
growth
areas
such
as
software
insurance
and
fuel,
as
both
the
mayor
and
Courtney
mentioned
property
tax
relief
is
a
component
of
this
really
a
central
component
of
this
budget.
F
The
recommendation
included
herein
is
a
two
percent
base:
growth
for
property
tax,
as
opposed
to
the
three
percent
max
the
impacts
of
House
Bill
292
still
are
yet
to
be
Quantified.
There
are
numerous
factors
that
will
go
into
that,
but
I
will
be
able
to
share
what
the
impact
on
the
average
homeowner
would
be.
F
that
two
percent
base
growth
places
average
growth
on
property
taxes
since
the
beginning
of
the
pandemic
at
1.86
percent
and
providing
cumulatively
seven
and
a
half
million
in
total
base
property
tax
relief.
F
Finally,
on
property
taxes,
this
this
budget
includes
the
continuation
of
the
very
successful
property
tax
rebate
program
that
we
first
instituted
as
part
of
the
current
fiscal
year.
1.2
million
was
allocated
the
current
fiscal
year.
An
additional
1.2
million
is
proposed
for
fiscal
year.
24.
F
Looking
at
the
allocation
of
general
fund
revenues
proposed
for
fiscal
year
24,
you
can
see
property
tax
makes
up
approximately
60
percent
of
overall
general
fund
revenues.
Looking
back
to
fiscal
year
23.
That
number
was
approximately
57,
but
that
could
be
a
little
bit
misleading.
The
reason
that
you
see
the
growth
from
57
to
60
is
that
in
fiscal
year
23
there
were
higher
carryover
amounts
that
were
included
as
part
of
this
budget,
as
well
as
a
high
degree
of
federal
proceeds
which
have
already
been
recognized
associated
with
arpa.
F
F
Looking
at
the
next
few
slices
of
the
pie,
departmental
Revenue
makes
up
about
12
and
a
quarter
percent.
That
would
be
things
like
our
service
contracts
for
police
and
fire
Services
Recreation
services
provided
are
by
our
Parks
and
Recreation
Department
and
various
other
departmental
provided
Services
sales
tax
at
just
under
nine
percent
and
development
fees.
At
just
over
five.
F
F
While
they
are
support
in
nature
there,
there
are
public-facing
elements
within
within
those
departments,
I
think
things
like
code
enforcement,
animal
enforcement
front
counter
and
in
certain
criminal
prosecution
services,
our
Parks
and
Recreation
Department
makes
up
just
under
11
of
the
proposed
fiscal
year
24
budget,
and
you
can
see
the
other
slices
of
the
pie
there
right
around
five
percent.
F
Courtney
talked
about
the
position
adjustments
recommended
as
part
of
the
fiscal
year
24
package,
again
26.75
positions,
which
is
more
of
a
return
to
a
normal
growth
level.
As
you
look
at
those
26.75
positions,
just
under
half
45
percent
of
those
are
allocated
towards
Public
Safety
for
our
fire
and
police
departments.
F
A
third
of
those
positions
are
dedicated
towards
other
external,
facing
Services
things
like
our
Parks
and
Recreation
Department,
our
library
and
our
planning
and
development
services
departments,
17
of
the
proposed
ftes
dedicated
towards
internal
functions
within
legal
Department
of
Finance
and
I.T,
and
then
the
one
and
a
half
positions
proposed
for
city
council
support.
F
Thank
you.
Looking
at
ways
that
we
were
able
to
to
make
the
Investments
included
in
this
budget
possible,
there
was
really
a
whole
slate
of
of
things
and
approaches
that
were
employed.
The
first
one
is
a
continuation
of
the
approach
that
we
have
included
the
past
two
fiscal
years,
which
is
pre-planning
on
savings
from
the
current
fiscal
year.
So
as
we
look
at
fiscal
year,
23
right
now
we're
planning
on
approximately
6.9
million
in
unallocated
resources,
which
has
been
recommended
to
be
carried
forward
into
fiscal
year
24..
F
Secondly-
and
we
went
over
this
a
little
bit
at
the
budget
overview
a
few
weeks
back-
there
is
a
new
approach
recommended
for
vacancies.
We
continue
to
experience
higher
level
than
the
normal
vacancies
and
we
are
trying
to
proactively
plan
for
that
and
include
that
is
part
of
our
budget,
so
as
to
more
proactively
allocate
those
savings
as
part
of
the
budget
process
in
terms
of
our
service
contracts
and
our
cost
recovery
levels.
F
There's
been
a
concerted
effort
by
our
fire
department
by
our
Police
Department
to
ensure
that
our
partners
are
paying
the
full
cost
of
services
for
what
we
are
providing
for
them.
Primarily,
that
includes
our
indirect
costs.
F
There
was
some
maintenance
and
operations
or
non-personnel
cuts
and
right
sizing
that
were
included
as
part
of
this
package.
Each
department
was
given
a
1.5
percent
reduction
Target
for
their
maintenance
and
operations,
budget
of
which
we
considered
half
of
that
to
be
ongoing,
so
the
savings
for
fiscal
year
24
are
just
over
a
half
a
million
dollars
from
that
strategy
and
about
260
000
ongoing
was
realized
from
that
approach.
F
They're
previously
existed
a
off-cycle
Personnel
adjustment
allocation.
That
allocation
was
available
to
address
things
like
reclassifications,
or
you
know,
changes
in
the
composition
of
already
authorized
FTE
count.
There
has
been
a
really
concerted
effort
to
drive
those
discussions
and
those
decisions
into
the
budget
so
that
off-cycle
allocation
has
been
eliminated
as
part
of
this
budget
sales
tax.
We
are
still
forecasting
one
percent
growth
for
fiscal
year
24.
F
F
That
growth
is
based
on
the
way
that
the
state
does
its
distribution
formula
is
base,
so
we've
been
able
to
build
in
that
that
increased
sales
tax
revenue
as
part
of
this
budget,
we
have
increased,
and
this
is
a
one-time
Revenue,
but
we
have
increased
our
estimate
for
interest
earnings
attributable
to
Rising
interest
rates
and
also
attributable
to
you
know
some
of
those
vacancy
savings
that
I
was
referring
to
earlier
and
then
we've
looked
at
the
way
we
fund
our
Capital
plan.
F
Looking
at
some
investments
in
our
other
funds,
you'll
hear
from
both
Public
Works
in
the
airport,
about
some
specific
Investments
but
again
harken
back
to
the
slide
you
saw
earlier.
Public
Works
has
14
positions
recommended
as
part
of
this
budget
in
airport
12,
both
within
Enterprise
funds
and
not
taxpayers,
supported.
F
And
then,
when
we
look
at
the
capital
fund,
which
is
where
we
account
for
Capital
infrastructure
needs
associated
with
General
governmental
functions,
things
like
police,
fire
parks
and
libraries.
We
have
built
into
our
forecast
in
increased
transfer
from
the
general
fund
to
address
Rising
needs
and
inflationary
impacts.
F
We
have
seen
very
high
levels
of
escalation,
and
even
with
the
aforementioned
increase
in
the
base
the
base
transfer,
we
would
not
be
able
to
keep
up
with
the
rising
cost
of
all
of
our
projects.
If
we
were
to,
you
know,
just
look
to
general
fund
resources
to
keep
up
with
with
all
of
that.
So
what
we're
proposing,
partly
in
this
year
and
in
in
our
future
years
as
well,
is
a
design
to
budget
approach,
so
we
may
need
to
look
at
scopes
of
certain
projects
to
comport
with
the
allocated
funding
amount.
F
F
F
Looking
at
property
tax
I'll
have
a
few
slides
on
this
again.
The
budget
package
includes
a
recommendation
for
two
percent
base
growth
that
two
percent
base
growth
was
developed
in
in
the
goal
of
achieving
a
balance
between
preserving
service
levels
for
currently
authorized
services
and
keeping
up
with
growth,
while
also
seeking
to
provide
relief
to
homeowners
by
taking
two
percent
rather
than
the
three
percent.
The
base
property
tax
budget
is
approximately
1.8
million
dollars
lower
than
it
otherwise
would
have
been
cumulatively.
That
would
be
7.5
million.
F
Since
the
beginning
of
the
pandemic,
that
1.8
million
is
recommended
to
be
placed
into
the
foregone
balance.
There
will
be
additional
relief
provided
by
Statewide
legislation.
F
That
relief
is
possible
in
part
due
to
online
sales
tax
that
otherwise
would
have
been
flowing
to
cities,
but
is
now
being
directed
towards
that
property.
Tax
relief
also,
the
mentioned
previously,
the
continuation
of
the
property
tax
rebate
program.
Again,
that
was
a
very
successful
program
with
just
under
90
of
eligible
participate
or
participants.
Engaging
within
that
program
so
pivoting
towards
the
average
homeowner
impact,
I'll
walk
through
this
and
then
I'll
walk
through
some
some
takeaways
from
this
and
then
be
happy
to
answer
any
questions.
F
The
the
first
portion
of
of
this
chart
up
top
shows
what
would
happen
if
the
city
were
to
take
the
the
three
percent
increase.
So
the
first
thing
on
line
two,
you
can
see
that
the
assessed
value
for
the
average
home
in
fiscal
year,
23,
that
should
say
tax
year
23
fiscal
year
24
is
486
000,
so
13.8
percent
lower
than
the
prior
year.
F
With
the
homeowner's
exemption,
you
can
see
online
for
the
taxable
value
for
that
average
home
is,
you
know
just
just
under
18
lower
than
it
was
in
the
prior
year?
F
You
can
see
the
levy
rate
on
line.
Five
goes
up.
The
levy
rate
has
an
inverse
relationship
to
property
tax
value
or
to
assessed
values.
So
when
assessed
values
go
up,
the
library
rate
goes
down.
When
assessed,
values
go
down,
the
levy
rate
goes
up.
You
can
see
the
levy
rate
increasing
by
12
percent,
but
on
line
six,
you
can
see
that
on
that
average
priced
home
the
if
the
city
were
to
have
taken
a
three
percent
increase.
F
The
taxes
on
the
city
portion
of
that
home
would
go
down
by
just
under
eight
percent,
realizing
Savings
of
a
hundred
and
twenty
three
dollars
on
lines
8
through
14.
It's
the
same
analysis,
but
looking
at
if
the
city
were
to
take
zero
percent,
so
we
like
to
provide
bookends
and
then
in
the
bottom,
we'll
show
what
would
the
two
percent
be
and
at
the
the
two
percent
or
excuse
me,
the
zero
percent
increase.
F
The
year-over-year
change
would
be
166
dollars
in
savings
or
a
10.4
percent
decrease
lines.
16
through
24
demonstrate
the
impact
of
taking
two
percent
and
on
line
22,
you
can
see
that
the
year-over-year
change
on
the
average
homeowner
for
their
City
portion
of
their
property
tax
bill
would
be
a
savings
of
137
dollars.
F
There
are
really
favorable
conditions
for
property
taxes
on
the
average
homeowner
this
upcoming
year.
First
is
really
the
the
decreases
and
assessed
value
for
Residential
Properties
as
compared
to
increasing
values
for
commercial
properties.
This
is
the
first
time
we've
seen
that
in
several
years,
whereby
residential
assessed
values
are
going
down
and
commercial
or
going
up
again
for
the
third
time
in
the
last
four
years.
The
city
is
not
taking
the
full
allowable
increase
and
then
there
is
a
relief
attributable
to
House
Bill
292,
albeit
unquantified
at
this
point
in
time.
F
So
even
before,
considering
House
Bill
292
property
taxes
on
the
average
home
are
expected
to
decline.
There
is
a
lot
more
analysis,
that's
required
on
House
Bill
292.
There
are
a
lot
of
data
points
that
we
don't
necessarily
have
have
access
to,
or
even
not
final
at
this
point
in
time,
but
based
on
the
testimony
of
legislators
as
part
of
the
2023
legislative
session,
there
was
an
estimate
that
there
could
be
an
additional
20
percent
savings,
perhaps
as
much
as
290
dollars
on
top
of
that
138
dollars.
C
Eric,
when
do
you
expect
us
to
know
what
that
will
be?
Is
that
not
until
we
actually
get
our
property
tax
bills,
or
will
it
be
sooner.
F
Mayor
Madame
mayor
that
would
be
probably
closer
to
the
time
that
we
get
the
property
tax
bills
in
November.
There
are
many
calculations
that
go
into
that
Statewide
sales
taxes,
the
the
state
needs
to
calculate
the
eligible
School
bonds
and
levies.
They
need
to
look
at
the
average
daily
attendance
there's
a
lot
of
things
that
go
into
that,
but
we
would
know
that
closer
to
November.
F
So,
just
just
to
take
away
on
on
this
slide,
even
before
considering
the
impacts
of
House
Bill
292
taxes
would
go
down
by
nearly
124
dollars,
even
if
the
city
were
to
take
the
max
property
tax
growth.
That
is
not
the
recommendation
included
in
this
budget.
The
recommendation
is
two
percent,
so
less
than
the
max
so
taxes
on
the
average
home
would
go
down
even
more
than
that
124
dollars
and
are
expected
to
go
down
by
nearly
138
dollars.
F
With
that
I'd
be
happy
to
stand
for
any
questions
comments
before
we
go
into
the
department
overviews.
G
H
About
question
Eric
I
have
some
clarification
on
the
facilities.
Reserve
do
I
understand
this
correctly
that
we're
going
to
take
5
million
out
of
the
current
capital
budget
and
then,
after
that
it
would
basically
be
zero,
because.
H
C
F
Yes,
Madam,
that
is
correct.
So
when
we
develop
our
capital
budget,
we
do
our
very
best
shot
to
look
at
what
the
costs
of
all
the
vehicles.
We
need
to
replace
all
the
major
repairs,
as
well
as
all
the
discrete
capital
projects.
Things
like
you
know,
fire
stations.
We
have
two
underway
right
now.
It
needs
various
Parks
and
Recreation
needs.
F
So
when
we
look
at
the
cost
of
all
of
those
projects-
and
we
compare
that
to
the
amount
of
revenues
that
we
we
foresee
being
transferred
into
the
capital
fund
from
the
general
fund
as
well
as
things
like
interest,
earnings
and
impact
fees
and
other
sources,
we
would
be
balanced
to
zero.
We
would
be
positively
balanced
or
have
a
positive
balance
of
five
million
dollars,
if
not
for
that
facilities.
Reserve.
C
Yeah
yeah,
so
just
for
the
public
I
want
to
be
clear
that
it's
not
that
we're
drawing
it
to
zero.
Today
it
is
balanced
to
zero
with
the
needs
and
then
the
additional
five
million
dollars
that
we're
holding
for
those
things
that
we've
said
we
will
build
and
when
inflation
and
other
things
get
back
under
control.
That.
I
Manamere,
yes,
can
you
just
clarify
for
me
whether
we've
had
a
presentation
from
brt
with
a
request
to
increase
by
0.5
percent?
Does
that
included
in
this
budget
or
is
it
at
the
five
percent.
F
B
Yes,
thank
you.
Eric
I
really
appreciate
it
and
it
was
nice
to
see
that
slide.
That
has
a
little
bit
more
granularity
around
homeowner
impact.
Can
you
go
into
a
little
bit
the
Assessor's
approach
to
valuation
of
properties
and
how
that
impacted,
this
projection.
F
Madame
mayor
members
of
the
council,
there
are
certain
criteria
that
all
assessors
Statewide
must
abide
by.
I
might
suggest
that
we
come
back
with
or
even
ask
the
assessor
to
come
back
to
go
into
greater
detail
on
the
Assessor's
approach.
That's
probably
something
that
I
I
shouldn't
speculate
on
too
much.
B
J
Council
members,
my
name
is
Steve
Burgos
I'm,
the
Public
Works
director
for
the
city
and
I
am
honored
to
be
battened
leadoff
here
for
the
Department
highlights
so
for
myself
and
the
other
directors.
What
we'll
be
presenting
is
a
quick
look
back
on
FY
23
and
what
we
were
able
to
accomplish
with
the
Investments
that
we
made
and
then
we'll
look
forward
to
fr24
and
share
with
you
some
of
our
perspectives
on
on
the
ass
that
we
have
for
budget
and
some
of
the
big
projects
we'd
like
to
get
done
in
fy24.
J
But
before
I
do
that
I
thought
it
might
be
helpful
just
to
give
a
quick
overview
of
kind
of
what
we
do
in
public
works.
We
have
some
new
council
members
and
for
the
public
that
might
be
listening
in.
We
have
primary
funding
sources
within
public
works
for
the
general
fund,
and
we
use
that
funding
that
Eric
just
alluded
to
for
our
climate
action
work
that
includes
our
carbon
emissions
reduction.
Our
energy
planning,
the
water
supply
planning
as
well.
J
We
also
in
public
works,
are
responsible
for
city
facilities,
so
all
of
the
new
buildings
that
get
planned
designed
and
constructed,
for
example,
fire
stations,
new
libraries
Etc.
That
responsibility
lies
within
Public
Works
and
then
we
also
operate
and
maintain
the
buildings.
So
all
of
the
everything
from
HVAC
equipment
to
light
bulb
Replacements
room
setup,
that's
all
part
of
Public
Works,
and
we
also
own
and
operate
the
10
000
street
lights
within
the
city's
inventory,
and
then
we're
also
in
charge
of
stormwater
compliance
related
to
the
Clean
Water
Act.
J
And,
of
course
we
have
our
Enterprise
funds.
We
have
four
Enterprise
funds
and
those
funds
are
probably
best
described
as
a
fee
for
service,
so,
for
example,
on
the
solid
waste
fund
rate
payers
pay
their
monthly
bill.
We
get
that
Revenue
in
that
Revenue
that
comes
in
can
only
be
used
to
provide
services
for
solid
waste.
So
it's
the
same
thing
for
water,
renewal,
geothermal
and
irrigation,
and
just
a
quick
comment
on
water
renewal.
In
the
past
we
had
referred
to
water
renewal
as
kind
of
our
sewer
fund
or
our
Wastewater
fund.
J
Those
are
not
words
that
we
like
to
use
to
describe
our
work.
It's
not
very
indicative
of
what
we
do
so
several
years
ago
we
underwent
a
process
for
how
do
we
better
describe
to
the
citizens
the
services
that
we're
actually
providing
with
these
water
renewal
facilities?
And
so
we
came
up
with
the
name
for
the
utility
to
be
water,
renewal,
services
and
that's
very
to
us
very
important,
because
there
is
not
a
whole
lot
of
waste
that
comes
to
us.
J
We
are
recycling
the
biosolids
for
the
farm
that
we
land
apply
for
local
Crop
Production
we're
one
of
the
first
cities
to
have
we've
referred
to
as
struvite,
which
is
taking
the
phosphorus
back
out
of
the
water
and
creating
fertilizer
and,
of
course,
there's
the
water
itself
that
we
renew
and
put
back
in
the
Boise
River.
So,
just
to
note,
the
water
renewal
Services
is
kind
of
how
we
refer
to
these
services
in
part
because
there's
not
a
whole
lot
of
waste
in
these
facilities.
J
Okay,
moving
on
to
the
general
trends
for
public
works,
I
just
wanted
to
highlight
four
things.
In
particular,
one
climate
action
leadership
is
happening
throughout
the
city
organization.
Yes,
and
Public
Works
we're
in
charge
of
leading
the
efforts
around
climate
action,
but
a
credit
to
the
directors
in
the
room
and
the
staff
at
the
city.
This
is
getting
down
into
the
organization
and
we're
making
decisions
that
are
helping
Drive
our
carbon
emissions
down,
helping
save
money.
J
You
can
see
on
the
right
there,
the
the
graphic
from
2020
to
2021
our
city
government
admissions
is
down
18
percent,
while
yes,
we're
in
charge
in
public
works.
It's
a
credit
to
the
rest
of
the
city
staff,
the
engagement
on
integrating
all
electric
vehicles
on
electrification
of
buildings.
Etc,
that's
helping
drive
that
number.
J
We
continue
to
see
very
high
participation
rates
in
our
curb
it
programs,
boysen's
love
their
Solid
Waste
programs,
and
we
have
participation
rates
that
that
make
other
cities
very
envious.
For
example,
on
the
compost
program,
we
have
about
a
96
percent
participation
rate
for
our
citizens.
I'll
talk
more
about
the
impacts
on
that
on
the
solid
waste
fund.
Later
our
utility
account
growth
is
between
1.5
to
2
over
the
past
five
years.
That's
almost
a
doubling
of
our
utility
accounts.
We
usually
see
about
a
0.75
increase
in
years
past.
J
J
We
do
continue
to
see
the
construction
costs
going
in
an
upward
Trend,
as
as
Eric
alluded
to,
and
we're
going
to
continue
to
see
that
in
the
near
term,
things
like
material
cost,
labor
costs
are
still
significantly
higher
and
increasing
we're
not
just
saying
what
was
us
we're
proactively
planning
around.
How
do
we
best
adjust
things
like
the
water
renewal,
Capital
Improvement
program,
to
better
account
for
those
increased
costs
and
maybe
move
some
projects
out
to
reduce
potential
rate
impacts
on
rate
payers?
J
So
those
are
just
some
big
picture
trends
that
we're
looking
at
and
then
I'll
move
on
to
the
general
fund
within
Public
Works
I
mentioned.
That's
where
we
do
our
climate
work,
where
we
do
our
storm
water
work
and
the
buildings
in
23.
We
made
significant
investment
in
several
areas.
One
is
we're
still
negotiating
with
Idaho
Power
and
the
puc
on
the
clean
energy.
Your
way
program,
that's
the
what
we
refer
to
as
our
green
tariff.
J
We're
really
hoping
that
that's
going
to
move
forward
in
the
next
couple
months.
That's
been
a
long
process,
but
we
hope
to
use
that
Contracting
Contracting
mechanism
to
be
able
to
offset
the
electricity,
that's
used
at
say
the
airport
and
the
two
water
renewal
facilities.
That's
actually
probably
about
half
of
our
electricity
that
we
use
we're
hopeful
to
have
that
contract
in
place
so
that
we
can
offset
all
of
that
electricity
used
to
be
100
clean.
J
We
continue
to
Electrify
buildings
and
the
city
fleet
and
then
even
just
as
good
as
the
the
reduction
we've
had,
that
we've
had
in
our
city
government
greenhouse
gas
emissions.
In
that
same
time,
frame,
we've
seen
the
communities
greenhouse
gas
emissions
go
down
and
that's
even
with
growth
happening
in
Boise.
That
reduction
for
the
community
from
2020
to
2021
was
about
three
percent.
That's
a
really
cool
story
and
I
think
it's
indicative
of
the
priority
that
voiceians
place
on
climate
action.
J
Moving
forward:
fair
fight,
24.
We
want
to
keep
that
momentum
going
on
climate
action.
We've
got
some
strong
momentum
going
we're
going
to
continue
with
our
electrification
projects,
we're
going
to
convert
City,
Hall
West
to
Boise
Depot
and
the
visiting
Vista
housing
units.
Just
south
of
the
airport
on
Vista
are
actually
north
of
the
airport.
On
Vista
we're
going
to
convert
those
to
all
electric.
J
We
have
a
fleet,
electrification
policy
that
we've
developed
and
we're
going
to
start
to
implement
that
for
City
vehicles
and
then
we're
finalizing
some
water
supply
options,
we're
working
with
a
consultant
team.
We
hope
to
have
that
back
to
you
within
the
probably
next
six
months
or
so,
to
frame
up
Investments
that
we
want
to
make
on
water
supply.
We
might
recommend
water
rights
purchases
to
city
council
to
really
think
forward
on
this.
J
The
drought
planning
and
making
sure
things
like
minimum
stream
flows
in
the
Boise
River
can
be
protected
and
then,
last
but
not
least,
we
do
have
those
the
Aging
street
lights,
we're
going
to
keep
on
top
of
that
and
replace
some
of
those
aging
street
lights.
Thank
you
to
the
council.
Several
years
ago
you
gave
us
the
green
light
to
go
ahead
and
convert
the
LED
street
lights
to
LED
we're
now
100
of
our
city-owned
street
lights
are
our
LED.
J
Moving
on
to
the
water
renewal
Services
fund
in
23
we
have,
we
have.
We
are
having
an
exciting
year.
We
have
installed
our
Advanced
water
treatment
pilot.
It
is
up
and
running
on
the
Micron
parking
lot
and
I'm
really
looking
forward
to
having
you
all
come
out
and
take
a
tour
of
that
facility.
J
J
We
replaced
over
five
miles
of
pipeline
this
year.
We
have
about
a
thousand
miles
in
the
system,
and
so
we
need
to
stay
on
top
of
that
that
those
old
aging
pipes
we
need
to
stay
on
top
of
that
replacement.
So
we
don't
have
any
failures
excited
to
announce
that
we're
wrapping
up
Lander
Street
phase
one
I've
mentioned
before
that
we're
under
budget
on
that
project.
It
was
a
62
million
dollar
project
and
we're
just
a
little
bit
under
budget.
J
Unfortunately,
we're
a
little
behind
schedule
because
of
a
Coatings
issue
that
we
have
that
we've
addressed
with
the
subcontractor,
and
we
should
be
wrapping
that
up
by
the
end
of
the
year
and
then
Eric
alluded
to
the
some
of
the
vacancy
challenges
that
we're
having
across
the
city,
but
but
some
good
news,
I
think
we've
had
in
public
works
I
think
we
peaked
out
at
about
a
17
vacancy
rate.
J
Last
year,
mayor
council
approved
investments
in
the
HR
department
and
those
Investments
are
paying
off
for
us.
It's
in
combination
with
good
work
by
public
works
staff,
innovative
ways
of
thinking
about
how
we
recruit
our
vacancy
Road
rate
is
down
to
about
10
percent
still
high,
but
we're
making
progress
and
we're
hoping
to
get
that
down
to
a
more
normal
five
to
seven
percent.
Here
in
the
coming
months.
J
Moving
on
to
24
our
Outlook
is
we're
going
to
continue
making
those
Investments
on
behalf
of
our
community.
They
gave
us
the
green
light
through
the
Wastewater.
Bond
saw
the
needs
that
we
had
and
said.
We
expect
these
things
from
you.
I
won't
read
those
to
you,
but
we're
continuing
to
invest
in
those
and
the
next
slide.
J
I'll
show
you
how
we're
going
to
do
that,
specifically
with
projects
we
are
asking
for
a
residential
rate
increase,
and
this
is
very
much
in
line
with
what
we
committed
to
as
part
of
the
Wastewater
Bond
education
process,
but
for
the
second
year
in
a
row
we're
happy
to
to
share
with
Council
that,
instead
of
the
9.9
we
had
in
the
water,
Wastewater
Bond
education
material,
we're
going
to
be
able
to
reduce
that
for
residential
rate
pairs
down
to
7.5
percent
realistically
on
a
monthly
basis.
What
does
that
mean?
J
It's
about
a
3.25
increase
on
a
monthly
basis
for
our
Wastewater
bills.
That
is
not
insignificant.
That's
not
lost
on
us,
so
we
do
have
affordability,
programs
that
we're
implementing
to
make
sure
that
those
folks
that
are
in
the
low
income
buckets
have
some
help
to
pay
those
bills.
I.
Think,
first
and
foremost,
the
water
renewal,
Bond,
was
ostensibly
a
an
affordability
program.
We're
trying
to
reduce
those
upfront
rate
increases,
but
we
also
have
other
affordability
programs
that
we
offer
to
low-income
users.
J
The
e-wrap
program,
the
emergency
rental
assistance
program,
has
been
a
huge
help,
that's
related
to
the
coven
funding
and
it's
our
understanding
there's
another
round
of
funding
going
to
e-wrap
that
can
also
be
used
for
utility
bills.
In
addition,
we
have
a
hardship
discount
program
where
you
can
get
a
30
discount
on
utility
bills
for
up
to
a
year.
J
We
also
have
an
emergency
water
utility
bill
assistance
program
where
you
can
get
a
hundred
dollars
off
of
your
utility
bills
and
then
last
but
not
least,
we
have
the
low
income
housing
water
assistance
program
that
also
helps
with
low-income
users
so
again
not
not
lost
on
us.
Those
rent
increases
are
non-significant,
but
we
are
implementing
those
affordability
programs
for
low-income
users.
J
So,
looking
forward
to
24,
you
see
the
list
of
Investments
there.
I
won't
go
into
each
one
of
those,
but
before
I
jump
into
the
Investments
themselves.
I
just
want
to
highlight
some
good
news.
We
have
been
making
Investments
at
the
water
renewal
facilities
around
a
very
specific
water
quality
improvements,
so,
for
example,
total
phosphorus
within
the
Boise
River,
based
on
the
improvements
at
our
facilities,
has
gone
down
significantly.
J
The
result
is
we're
seeing
improvements
in
the
river
in
ways
that
we
haven't
necessarily
seen
in
years
past
when
we
passed
or
when
we,
when
you
all
pass
the
utility
plan
and
FY
20.
We
share
with
you
that
one
of
the
primary
pieces
of
feedback
we
got
from
the
community
is
that
they
expect
us
to
protect
the
river
it's
one
of
our
most
treasured
pieces
of
green
infrastructure,
so
those
Investments
are
paying
off.
J
J
It's
a
good
indication
of
water
quality
and
they're,
actually,
tagging
that
muscle
that
you
see
there
in
the
picture
to
track
kind
of
how
long
they're
in
the
in
the
river
they
started
appearing
recently
within
the
last
couple
of
years,
was
not
something
that
we
saw
just
10
years
ago.
So
that's
a
really
good
sign
of
high
water
quality
and
the
improvements
being
made
within
the
river
specific
for
24.
You
can
see
the
list
of
projects.
J
I
won't
read
those
all
to
you
where
we've
got
phase
two
starting
out
at
Lander
Street
wrapping
up
phase
one
moving
on
to
replacing
a
lot
more
of
the
Aging
infrastructure.
There,
several
projects
at
West
Boise
we're
continuing
with
the
Recycled
water
program.
You
see
there.
The
large
and
small
diameter
store
rehab
we've
been
investing
between
four
and
six
million
on
an
annual
basis.
We
need
to
pick
up
that
investment.
That
system
is
aging
out.
J
Some
sections
are
about
100
years
old
and
we
just
want
to
stay
proactively
ahead
of
that
replacement.
So
we
don't
have
any
catastrophic
failures.
I'll
highlight
the
enhance
the
river
Investments.
That's
an
exciting
one
for
us
we're
one
of
the
first
cities
in
the
U.S
that
worked
with
the
the
regulatory
Agency
for
the
Clean
Water
Well
Clean,
Water
Act.
J
In
our
case,
the
DEQ
to
in
lieu
of
Mechanical
Solutions
at
the
facilities
like
chillers
and
cooling
towers,
to
address
temperature
issues
on
the
River,
where,
instead
of
that,
we're
going
to
pursue
in-stream
restoration
projects,
reintroduce
side
channels
and
it's
our
way
to
mitigate
the
temperature
impacts.
That's
related
to
climate
change,
but
in
a
way
that's
a
very
natural
approach
for
the
river,
as
opposed
to
some
engineered
solution
at
the
facilities.
So
we're
excited
to
be
kicking
that
off
in
24.
J
and
then
you
can
see
two
other
projects:
Utility
Billing
software,
we're
splitting
that
cost
with
the
solid
waste
fund
and
the
percent
for
art.
We're
excited
about
that
part
because
we
did
spend
a
fair
amount
of
time
with
the
arts
and
history
Department
developing
our
master
plan
for
arts
and
we're
really
excited
to
get
that
rolling
in
24
and
start
investing
that
that
percent
for
our
program.
J
Moving
on
to
our
Solid
Waste
program,
fy23,
we
invested
money
to
bring
in
four
additional
all-electric
trucks.
We've
got
the
Compost
Facility
that
we
expanded.
J
It
is
the
citizens
of
Boise
that
are
engaged
in
these
programs,
and
so
we
offer
these
programs
they
take
advantage
of
it
to
the
tune
of
42
percent
diversion
rate
from
the
landfill.
Just
to
give
you
a
sense
of
perspective,
the
national
average
is
about
32
percent,
so
we're
well
above
the
national
average.
C
J
Fy24
look
moving
forward
while
42
is
great.
We
want
to
keep
developing
other
programs
and
one
of
the
things
we
want
to
focus
on
and
we'll
be
in
front
of
mayor
council.
Asking
for
your
feedback
on
some
of
our
policy
considerations
is:
how
do
we
get
further
up
the
supply
chain?
We
are
getting
a
lot
of
material
right,
we're
getting
a
lot
of
materials
to
handle
that's
expensive.
Frankly,
it's
costly
to
handle
that
material.
J
We're
wondering
how
do
we
reduce
the
amount
of
material
coming
out
of
homes?
So
how
do
we
get
further
up
the
supply
chain
so
focusing
on
reduce
and
reuse?
So
that's
something
that
we're
bringing
back
to
you
stay
tuned
for
that
we're
excited
about
the
the
possibilities
there
and
we'll
be
bringing
that
back
for
policy
discussion.
J
There's
the
utility
building
software,
the
other
half
that
I
mentioned,
and
then
we
are
promo
proposing
a
4.9
rate
increase
to
cover
increasing
costs
within
Solid
Waste.
We
still
see
volatility,
price
volatility
on
commodity
prices,
for
recycling
they're,
still
down
and
and
seem
to
be
going
up
and
down.
J
It
seems
only
a
monthly
basis
and
then
we
also
have
increased
labor
costs
for
Republic
Services,
so
we
are
proposing
a
4.9
rate
increase
for
your
consideration,
the
that
equates
to
about
a
dollar
and
Ten
Cent
increase
per
month
for
the
average
residential
customer
and
that's
about
a
little
over
thirteen
dollars
over
the
year
and
then
finally,
on
our
geothermal
irrigation
programs.
This
past
year
we
are
working
on
several
improvements:
you've,
probably
driven
past
11th
Street.
J
That
was
a
kind
of
an
opportunistic,
an
opportunistic
project
to
improve
some
of
the
geothermal
system
along
11th
Street.
We're
also
going
to
be
completing
a
10th
Street
project.
We
have
four
new
geothermal
connections
this
year.
We're
really
excited
about
those
I'll
talk
about
that
in
a
second
and
then
we
were
able
to
acquire
the
Ustick
lateral.
So
there
was
a
gentleman
that
used
to
run
the
Ustick
lateral.
He
was
retiring,
and
so
we
went
to
those
members
of
that
lateral,
Association
and
asked
if
they
wanted
the
city
to
take
that
over.
J
They
said
yes
and
so
we're
expanding
the
irrigation
system.
That's
a
good
thing!
That's
using
surface
water
for
irrigation
of
Lawns.
Instead
of
drinking
water,
that's
that's
a
good
thing,
so
we're
happy
to
take
that
off
and
then
for
fy24
excited
about
it.
Continued
expansion
of
geothermal.
We
have
four
new
connections
coming
on
in
24.,
so
between
23
and
24.
Those
eight
new
connections,
that's
about
a
10
growth
in
square
footage,
downtown
of
heated
buildings.
J
That's
a
little
bit
abstract.
If
you
were
to
convert,
convert
that
to
carbon
reduction
between
23
and
24,
that's
the
equivalent
of
taking
about
4.45
million
car
miles
off
the
road,
so
a
significant
contribution
to
our
carbon
emission
reduction
approach
and
then,
last
but
not
least,
for
geothermal,
we
are
proposing
a
4.9
rate
increase
for
geothermal.
That
system
is
aging
to
put
that
in
perspective.
J
We
have
not
had
a
rate
increase
for
geothermal
since
2010
and
we
actually
had
a
rate
decrease
in
2013
when
natural
gas
prices
took
a
nosedive,
we
do
have
an
aging
system.
Most
of
it
was
installed
in
the
early
80s
and
we
just
need
to
start
building
up
some
fund
balance
to
replace
that
aging
infrastructure.
So
we
are
proposing
a
4.9
rating
for
percent
rate
increase
for
FY
24.
B
Mayor
Steve,
thank
you
so
much
for
the
presentation.
I
think
that
you
know
by
now
that
I
admire
the
work
that
Public
Works
does
and
how
it
connects
to.
Basically
everything
we
do
in
the
city.
I
have
a
question
around
life
cycle,
especially
when
we're
looking
at
Carbon
reductions
and
emission
reductions.
How
does
that
play
into
the
calculations
that
your
team
uses
when
you
say
something
like
an
18
reduction
in
City
emissions?
How
does
that
take
life
cycle
into
account.
J
Madame
mayor
councilman
weddings,
thank
you
for
the
question,
so
we
do
things
like
oops
I'm
accidentally
hitting
the
Mouse.
We
consider
things
like
the
social
cost
of
carbon
and
Community
cost
of
carbon
and
decision
making.
J
So,
for
example,
if
we
do
an
analysis
of
you
know,
there's
different
options
of
a
water
renewal
Improvement
and
we
look
at
the
energy
or
electricity,
that's
needed
for
that
Improvement
and
the
different
options
that
we
have
yeah,
there's
a
capital
component
and
there's
certainly
an
o
m
component,
but
we
include
a
risk
cost
associated
with
those
different
options
where
we
capture
the
community
cost
of
carbon.
J
Do
we
necessarily
fund
that
no,
but
we're
trying
to
use
that
as
a
variable
to
better
to
make
smarter
decisions
on
our
investments
and
capturing
that
that
Community
cost
of
carbon?
So
those
are
the
kind
of
evaluations
we
do.
We
do
the
same
thing
on
electrification
of
buildings.
We
look
at
the
community
cost
of
carbon
to
consider
like
okay,
that's
a
Delta
that
we
could
reduce,
and
so
therefore
it
makes
sense
to
fund
it,
because
at
some
point
we
will
see
a
carbon
tax
or
some
kind
of
cap
and
trade
program.
J
G
Yeah
Steve
great
to
see
you,
you
had
a
slide
about
some
of
our
diversion
impacts
and
percentages
and
I
think
that
we
do
some
work
there.
We
go
I
think
we
do
some
work
with
Republic,
Services
and
kind
of
partnering
with
them
that
have
helped
us
with
some
of
those
electric
trash
trucks
and
some
other
things.
I
was
wondering
if
you
could
kind
of
speak
to
where
they
fit
into
that
part
of
the
budget.
J
Madame
mayor
councilmember
Halliburton
thanks
for
the
question,
so
Republic
Services
they're
our
franchise
hauler,
so
they
have
a
contract
within
the
city
to
do
all
of
the
hauling
for
our
trash
recycling.
Compost.
Etc
they've
been
a
really
good
partner
over
the
years
where
they
have
some
innovative
ideas
that
they
want
to
test
out.
Frankly,
they
typically
come
to
Boise
first,
because
we're
open
to
those
discussions
and
willing
to
try
things
like
we
were
the
fir,
the
first
city
in
the
Republic
Service
territory,
Across
the
Nation
to
have
the
compressed
natural
gas
trucks.
J
J
They
know
that
we
we're
pragmatic
about
it,
but
we
do
like
to
innovate
and
so
they'll
come
to
us
with
ideas
on
on
different
concepts
that
they
might
want
to
test
and
then
from
here
in
Boise,
they'll
roll
that
out
to
the
rest
of
the
fleet
that
they
have
across
the
country.
Yeah.
G
I
had
a
chance
to
talk
with
them
a
little
bit
at
the
Leadership
Summit
and
they
love
working
with
you
and
your
team,
so
they
wanted
to
relay
some
compliments
there
and
I
would
assume
that
the
more
that
we
can
divert
stuff
from
the
landfill,
the
better
it
is
for
them
as
well.
So
it
seems
like
a
great
partnership.
G
I
did
have
one
other
question,
I
think
it
was
on
Eric's
slide.
We
had
something
about.
Maybe
it
was
12
or
14.
Employees
related
to
the
Enterprise
fund
and,
first
of
all,
I'm
always
an
advocate
for
staff
to
get
the
job
done,
and
you
have
to
make
sure
that
you've
got
a
good
balance.
There.
I
was
wondering
if
you
know
kind
of
where
those
positions
are
going,
what
type
of
positions
those
are
Mountain.
J
America,
council
member
absolutely-
and
we
don't
take
that
request
lightly.
We
know
that's
that's
an
Ask
of
the
council
as
we
move
forward
we're
trying
to
address
things
like
we.
We
use
consultants
for
different
projects
that
we
have,
in
one
case
we're
using
a
consultant
to
do
program
management
out
at
Lander
Street,
for
example,
as
part
of
that
contract
we're
using
a
controller,
that's
funded
through
that
consultant.
J
Well,
we
know
that
a
controller
for
our
program
management
approaches
is
going
to
be
needed
on
City
staff,
so
we
feel
like
okay,
let's
go
ahead
and
bring
them
in
to
save
money
on
the
services
that
we're
currently
paying
a
consultant.
To
do
that's
one
example:
another
is
we're
asking
for
several
supervisors.
J
Then
we
just
have
growth
in
our
system,
I
mentioned
the
account
growth.
We
have
opt
two
operator
twos
that
we're
bringing
on.
We
have
an
industrial
maintenance
supervisor,
so
those
are
the
kind
of
things
that
we're
bringing
on
to
address
address
both
growth,
but
also
some
of
the
the
costs
that
we're
using
on
Consultants.
We
want
to
bring
in
house
and
then
the
expansion
of
or
addressing
some
of,
the
supervisors
that
are
just
overseeing
too
many.
G
L
Good
morning,
Madame
mayor
members
of
council,
thank
you
so
much
for
your
time
this
morning
very
excited
to
be
here
and
share
with
you.
Some
of
the
things
that
we're
working
on
at
the
airport.
L
So
probably
the
most
important
thing
at
the
airport
that
we
do
is
enable
The,
Traveler
and
passenger
experience,
and
our
goal
is
even
as
the
airport
grows.
We
want
to
make
sure
that
we're
maintaining
the
sense
of
Boise
and
the
place
that
is
Boise
that
we
all
love.
We
often
hear
from
passengers
how
much
they
love
traveling
through
the
Boise
Airport,
because
it's
convenient
and
we
recognize
that
as
we
grow.
It's
important
that
we
maintain
that
smaller
Community
airport
feel
but
provide
the
larger
Community
amenities,
and
so
we're
really
looking
at
as
we
move
forward.
L
So
that's
kind
of
how
we
framed
our
our
improvements
and
this
budget
and
I
just
wanted
to
point
out
that
one
of
the
key
things
when
you're
traveling
one
of
the
most
important
things-
is
that
your
flights
are
on
time
and
the
official
Airline
guide
listed.
Boise
is
a
second
most
punctual
Airport
in
North
America,
which
I
would
love
to
take
credit
for
personally.
But
it
really
comes
down
to
two
things:
one:
a
fantastic
instrument,
Landing
system.
L
C
M
B
Just
want
to
note
that
my
spirits
are
bolstered
this
morning
by
knowing
that
there
is
a
punctuality,
League
report,
I
think
it
feels
like
that's
a
league
that
I
probably
need
to
be
a
member
of
because
I'm,
not
punctual
and
maybe
I
have
some
things
to
learn
but
I
think
that's
fantastic.
Thank.
L
L
But
it
was
really
nice
to
see
this
quote
from
Kurt
Siegler
who's
with
NPR
national
desk
correspondent
about
how
the
Boise
Airport
is
a
travel
hack
because
it's
convenient
and
flexible
and
that's
really
what
we
want
to
maintain
foreign
and
I'm
going
to
spend
a
lot
of
time
talking
about
the
airport
and
our
passenger
service
and
passenger
experience.
But
I
do
want
to
note
that
the
airport
is
much
more
than
a
Passenger
Terminal.
It
is.
L
We
are
home
to
over
200
tenants
at
the
airport
and
we
have
several
federal
agencies
at
the
airport,
including
the
national
interagency
of
fire
centers,
which
is
incredibly
important.
We
also
have
both
the
Idaho
air
and
Army
National
Guard.
We
have
Customs
on
our
field.
L
Itd
Idaho
Transportation
Department
has
a
hangar
at
the
airport,
so
we
are
much
more
than
just
an
air
service
provider
and
this
past
year
one
of
the
things
that,
with
council's
help
and
allocation
of
additional
staff,
we
were
able
to
prioritize
actually
taking
some
of
our
land
that
we
had
purchased
as
a
noise
buffer
to
productive
use
for
industrial
and
Manufacturing.
And
so
we
did
break
ground
earlier
this
year
on.
L
Because
that's
what
we're
all
thinking
about
when
we
think
about
the
airport
and
I
think
this
was
touched
on
earlier
in
the
presentation,
probably
by
Eric,
about
how
Idaho
and
our
community
specifically
has
seen
tremendous
growth
in
the
Treasure
Valley
and
obviously
that
translates
into
increased
demand
for
services
in
Boise,
but
probably
no
place
more
than
at
the
Boise.
Airport
because
we
are
the
airport
not
only
for
Boise
but
for
Meridian
and
star
and
eagle
and
Mountain
Home
in
the
entire
region.
And
so
we
are
expecting
to
see
a
substantial
increase
in
passenger
travel.
L
So
so
far
this
year
we're
we're
seeing
an
increase
in
17.7
percent.
That's
almost
20
percent
increase
in
passenger
travel
through
the
end
of
March,
which
is
latest
date,
data
that
we
have
and
we're
also
measuring
that
in
our
cost
per
end.
Plane.
Passenger
and
we've
talked
about
this
before,
but
I'll
reiterate
it
in
the
event
that
someone
is
listening.
That
maybe
is
not
familiar
with
this
data
point,
but
the
cost
per
end.
Plane
passenger
is
a
very
common
industry.
L
L
L
I
want
to
highlight
some
of
the
recent
Investments
and
impact
that
we've
had
and
if
you've
traveled,
which
I
think
most
of
you
have
and
I
it
feels
like
most
of
the
entire
region,
has
traveled
through
the
Boise
airport.
So
far
this
year
you
can
see
many
of
these
improvements.
Out
There,
Our
public
parking
garage
is
probably
the
most
visible
and
I
think,
probably
most
desired
by
our
community.
That
has
been
under
construction
and
will
open
later
this
summer,
both
our
employee
parking
garage
and
the
rental
car
garage
are
enabling
projects.
L
L
When
you
look
at
our
Revenue
mix,
we
have
about
66
67
million
dollars
in
Revenue.
It's
pretty
evenly
divided
parking
is
our
largest
revenue
generator,
followed
shortly
by
Airline
fees
and
then
car
rentals.
The
passenger
facility
charge,
which
is
the
fee
that
gets
charged
to
your
ticket,
that
goes
directly
back
into
funding
infrastructure.
L
L
And
I
mentioned
this
earlier,
but
we
are
continuing
to
focus
on
diversifying
our
revenue,
and
these
are
all
new
Revenue
sources
that
we
added
in
2023,
including
valet
parking.
That
has
been
a
huge
success
not
only
from
a
revenue
perspective
but
from
a
customer
service
perspective,
the
non-aeronautical
property
development
that
I
mentioned
earlier
fees
from
Transportation
Network
companies.
L
Those
are
the
Ubers
and
lifts
of
the
world
again
increases
in
Airline
Revenue
because
of
the
airline
use
and
Lease
agreements
that
we
renegotiated
and
with
the
intent
of
retaining
more
of
our
Revenue
at
the
airport
to
invest
in
our
infrastructure
and
then
with
the
addition
of
a
new
major
tenant
Amazon.
That
also
adds
to
the
bottom
line,
generating
almost
four
million
dollars
in
new
Revenue,
not
counting
increases
in
Revenue
due
to
increased
passenger
activity,
so
the
airport
is
performing
very
well
financially.
L
That's
that
bottom
picture
we've
talked
about
it
before,
but
this
project
will
be
transformational
for
the
Boise
Airport.
I
also
should
mention
that,
with
all
of
these
capital
projects
that
we're
investing
in
in
our
airport,
we
will
also
be
investing
in
that
one
percent
for
art
and
so
we're
envisioning
artwork
on
the
front
facade
of
this
car
rental
garage.
L
So,
as
you
come
in
the
entryway
again
really
creating
the
sense
of
place
that
is
Boise
in
reflecting
our
community,
so
that
particular
project
will
really
shape
and
frame
the
way
people
who
are
approaching
the
Boise
Airport
their
impression
of
our
community
taxiway
Delta
will
be
relocating
that
that's
to
comply
with
changes
to
the
FAA
design
standard,
the
runway,
Improvement
mitigation
design.
L
Again,
that
is
FAA
driven
to
make
sure
that
our
Runway
ends
aligned,
because
we
have
two
parallel
runways
and
they
are
currently
offset
and
then
Concourse
a
apron
construction
that
will
be
the
first
phase
of
the
new
Concourse,
but
actually
constructing
the
aircraft
parking
apron.
So
that
way
we
have
additional
parking
spaces
and
then
we'll
start
the
process
actually
of
planning
for
Concourse
a.
D
B
This
is
just
the
compliments
part.
Thank
you
for
everything
you
do
out
of
the
airport.
It
has
you
know
for
a
while
I
think
it
was
a
little
bit
tough.
We
were
a
little
short
on
space
and
now,
with
the
improvements
to
the
security
area,
things
have
just
really
streamlined.
It's
been
a
pleasure
to
travel
in
and
out
my
record
now
from
the
front
door
of
my
house.
B
Well,
no,
then
I
get
there
plenty
early
to
like
grab
a
coffee
and
hang
out
and
relax,
and
you
know
you
always
know
someone
down
there,
so
it
really
has
made
the
travel
experience
so
nice
and
thank
you
to
your
team
so
much
always
a
ripe,
an
hour
and
a
half
early
at
the
Boise
Airport
for
the
record,
because
you
just
never
know.
Thank
you.
Thank
you.
C
N
Mayor
members
of
council,
Tim,
Keane,
director
of
planning
and
development
services
for
the
city
first,
a
little
bit
about
planning,
unlike
your
first
two
presentations
this
morning,
planning
and
development
services
does
not
control
any
City
facility
at
all,
and
so
our
work
is
very
much
involved
with
working
with
the
private
sector,
people
in
Boise
to
further
the
goals
of
the
city.
So
that
means
everyone
from
Individual
residents
to
neighborhoods
to
builders
and
seeking
to
shape
the
city
as
Boise
is
seeking
to
shape
it.
N
These
are
the
functions
of
of
planning
and
development
services
that
very
much
has
to
do
with
seeking
to
ensure
that
the
ever-changing
physical
environment
of
the
city
can
help
us
achieve
our
big
goals
and
enable
growth
that
furthers
what
makes
this
city
distinctive,
and
these
are
all
aspects
of
that
when
it
comes
to
2023
I'm,
going
to
go
through
a
few
slides
that
speak
to
these
priorities
and
and
fiscal
year.
23.
N
All
of
these
are
not
necessarily
new
to
council
members,
but
for
everyone
to
remind
ourselves
what
we've
been
working
on
this
year
in
the
areas,
especially
of
Permitting
and
kind
of
customer
service.
The
all
the
work
that's
been
going
on
around
our
development
rules
and
then
the
the
importance
of
housing
in
the
city,
as
has
been
mentioned
several
times
already
this
morning
when
it
comes
to
permitting
clearly
we're
in
a
period
of
transition
right
now
where
we
sit
today
in
in
May
of
2023,
but
looking
at
so
far
this
fiscal
year.
N
This
this
chart
here
shows
where
we
were
in
terms
of
Permitting.
So
what
we
saw
through
throughout
the
calendar
year
of
2022
so
into
fiscal
year
2023
was
was
a
reduction
in
the
number
of
permits
that
we
were
issuing.
So
we
went
slightly
down
in
the
calendar
year,
2022
from
2021
to
a
total
of
between
21
000
and
22
000
permits,
but
in
that
calendar
year
we
also
had
an
increase
in
the
value
of
construction.
We
permitted.
N
So
you
see
this
in
the
city
we,
while
the
number
of
permits
was
down,
the
the
scale
of
them
was
up.
So
our
actual
value
of
construction
went
up
in
2023..
We
do
see
this
year
as
the
transition.
As
you
know,
we
constantly
speaking
to
people
that
are
building
in
the
city
and
we're
certainly
in
a
a
period
of
uncertainty,
around
important
issues
like
inflation
and
costs
and
financing
and
lots
of
things.
N
So
we
certainly
are
in
a
period
where
there's
much
less
certainty
than
there
was
over
the
past
few
years,
which
is
a
good
time
to
look
at
how
you
do
your
work
and
and
our
zoning
code
is
essential
to
that.
We've
been
working
on
this
and
Boise
really
since
2019,
but
the
first
step
in
that
process
was
to
evaluate
the
zoning
ordinance
that
we
have
today
and
determine
what
it's
specific
shortcomings
are
given
the
Dynamics
in
Boise
that
we
have
today.
N
So
the
public
process
started
in
Earnest
in
the
fall
of
2020,
so
we're
two
and
a
half
years
into
a
public
process
that
will
becoming
the
city
council
soon
and
again,
given
where
we
are
with
the
uncertainty
around
Development
and
Construction
in
the
city.
It
is
a
good
time
to
actually
be
looking
at
changing
our
rules
around
development.
N
When
it
comes
to
that
zoning
ordinance,
it's
been
a
wonderful
experience
to
be
able
to
spend
so
much
time
in
the
community
and
talk
about
these
big
goals.
We
have
going
back
to
blueprint
Boise
and
trying
to
discuss
in
more
specifics
what
the
city's
comprehensive
plan
is
seeking
to
achieve
for
this
city
and
again,
most
of
these
many
of
these
most
of
these.
These
goals
and
achievements
have
to
do
with
how
people
act
privately
in
the
city
and
how
we
create
a
variety
of
housing
options
in
Boise.
N
How
we,
how
we
have
a
development
pattern
that
is
less
water
and
energy,
consumptive
how
we
create
options
for
how
people
get
around
the
city,
and
that
has
very
much
to
do
with
the
development
pattern
that
we
create
through
our
rules
and
how
private
people
build
the
city
and
then
that
we're
protective
of
nature
and
Boise
has
such
a
unique
opportunity
when
it
comes
to
becoming
more
of
a
city,
but
also
protecting
natural
places
intact,
landscape
around
us.
N
These
are
projects
that
you
know
about,
but
it's
an
interesting
collection
of
them,
because
we
now
have
complete
the
Martha
in
Central
Boise,
and
this
is
a
total
of
48
units
and
it
it's
a
project
that
was
the
city's
role
and
it
really
was
a
policy
role,
a
regulatory
role,
in
the
sense
that
it
is
a
project
that
took
advantage
of
the
city's
new
housing
bonus.
Ordinance.
We've
had
a
total
of
now,
including
one
that's
working
through
the
process.
N
Now
we'll
have
a
total
of
seven
different
new
home
projects
in
Boise
that
have
taken
advantage
of
that
housing
bonus
ordinance,
which,
in
the
realm
of
building
and
construction,
seven
new
projects,
taking
advantage
of
a
new
ordinance
over
a
period
of
18
months
or
so
is
really
good.
N
The
Franklin
and
state
and
Arthur
are
just
two
great
examples
of
where
the
public
needs
to
invest
money
in
housing.
In
order
to
address
these
big
housing
goals,
the
city,
the
city
has
the
Franklin
at
the
corner
of
Franklin
and
Orchard
on.
The
bench
will
have
a
total
of
205
units
and
184
of
those
will
be
affordable
for
people
making
sixty
percent
or
less
of
every
meeting
income.
This
development
also
sits
at
an
important
Corner
lots
of
services
nearby.
It
will
actually
include
a
child
care
center.
N
It's
as
good
an
example,
as
you
can
find
anywhere
of
the
kind
of
investment
City
should
be
making,
in
this
case
the
city
of
course,
invested
in
the
land
and
then
in
the
in
the
financing.
To
help
this
happen,
when
you
think
about
people
making
60
of
every
median
income,
we're
talking
about
people
making
between
15
and
20
dollars
per
hour.
N
N
It's
102
units,
87
of
them,
will
be
affordable
for
people
making
60
or
less,
and-
and
this
is
where
the
Public's
role
is
so
important
to
get
to
those
income
levels
that
we're
all
speaking
about
in
this
city.
We're
talking
about
people
that
are
working
that
previously
or
too
often
have
to
drive
distances
to
get
to
housing
that
they
can
afford.
N
So
here
we
are
building
it
in
the
city,
and
that
would
not
happen
without
the
city's
investment
in
these
two
projects,
in
the
case
of
state
north
of
the
city
also
has
funding
in
that
one.
The
city
does
not
have
funding
in
the
Martha.
That
is
a
policy
regulatory
investment
that
the
city
made
to
make
that
happen.
Those
income
thresholds
at
the
Martha
are
higher
they're
at
80
to
100
percent,
very
meaning
income.
That's
the
way
it
works
through
policy
and
regulation.
N
We
should
get
to
80
to
100
percent
of
Ami
when
we
want
to
get
lower
than
that.
The
city
needs
to
invest
in
it.
The
city's
overall
goal
in
terms
of
housing
which
we're
working
on
this
relates
to
this
current
fiscal
year,
as
well
as
the
new
fiscal
year,
is
250
new
permanent
Supportive
Housing
units,
1250
new,
affordable
housing
units
again
for
the
types
of
individuals
and
families
that
were
helping
at
the
Franklin
and
state
and
Arthur,
and
then
one
thousand
preserved
units.
N
By
the
way,
the
Martha
also
has
two
Supportive
Housing
units
within
it
then
talk
shifting
to
2024
I'll
go
through
these
in
a
little
bit
more
detail
as
well
with
some
other
slides,
but
again
back
to
permitting.
This
is
a
job
that's
never
done
trying
to
to
seeking
to
improve
the
way
you
serve.
N
People
in
in
the
permitting
process,
pending
councils
deliberations
and
whatever
council's
action
is
in
June,
looking
forward
in
2024
towards
potentially
having
new
rules
that
we're
going
to
have
to
implement
continued
investment
in
housing
and
also
also
our
Pathways
program,
and
especially
implementation
and
construction.
When
it
comes
to
our
permitting
process,
one
thing
we
did
in
2023
and
fiscal
year,
2023
was
do
a
complete
evaluation
of
all
of
our
systems.
N
We
had
a
private
outside
consultant,
come
in
and
spend
time
with
all
of
our
staff
to
determine
how
we
can
do
better
when
it
comes
to
the
service.
That's
provided
they
generated
a
report
with
a
whole
series
of
recommendations.
So
one
thing
that
you'll
see
in
our
budget
for
PDS
is
a
continued
investment
in
those
enhanced
services.
N
We've
got
to
have
some
support
to
do
that
quickly
and
well,
so
we'll
have
that
in
this
budget,
for
you
and
and
then
in
addition,
also
getting
some
help
to
implement
all
the
recommendations
of
this
report,
which
is
a
wide
variety
of
things
that
will
take
us
time,
but
it's
important
to
and
we've
already
started
work
on
it,
but
we
need
some
help
to
to
implement
this.
The
when
it
comes
to
the
zoning
code.
N
We
do
have
some
things
in
mind
if
Council
decides
to
vote
in
favor
of
this
pending
that
action
by
Council,
including
and
I've,
talked
about
this
to
council
last
summer
that
we
need
to
create
a
a
much
more
user-friendly
version
of
the
code
once
it's
adopted,
so
that
people
can
take
advantage
of
these
incentives,
in
particular
around
affordable
housing.
So
it's
almost
like
a
graphic
novel
version
of
the
zoning
ordinance
we'd
like
to
produce
of
Council
on
fact
votes
for
this
huge
public
education
process
around
this.
N
You
know
that
involves
neighborhoods,
also
Builders
and
developers
when
we
create
a
whole
new
set
of
rules.
We're
going
to
have
to
spend
a
lot
of
time
with
people
to
get
them
comfortable
with
the
rules
themselves
and
also
the
new
processes,
and
just
the
team
and
planning
in
the
Planning
Group
within
PDS
is,
is
busy
preparing
for
implementation
of
the
new
code.
N
So
many
great
people
there
that
are
spending
much
of
their
time
now,
thinking
through
how
we
in
fact
turn
on
a
new
code
and
how
our
processes
are
shifting
to
serve
people
well
when
it
comes
to
housing
except
accelerating
Housing,
Development
and
preservation,
and
then
focusing
this
year
and
you've.
You've
talked
about
this,
some
already
on
the
city's
rental
properties,
which
are
such
a
great
resource
to
the
city
and
very
affordable
housing
that
we've
got
to
protect
and
maintain.
N
And
then
the
implementation
of
the
pathways
program
on
the
Housing
and
Development
recommendations
or
the
what
we're
expecting
in
2024
is
a
series
of
other
new
developments
in
the
city
based
on
the
city's
investment
in
housing.
That
includes
the
McKinney
property,
which
is
a
great
opportunity
right
off
Fairview
and
then
Capital
campus,
which
the
city
has
been
seeking
to
advance
for
many
years
and
is
now
moving
forward.
The
city,
along
with
our
partner,
Boise
State
University,
has
selected
a
great
developer
to
implement
here.
N
So
we'll
see
a
lot
more
about
that
in
2024..
I
do
want
to
mention
again,
as
it
relates
to
housing,
the
investment
that
we
need
to
make
in
our
rental
properties,
which
are
such
an
important
resource,
the
the
rents
that
our
rental
properties
are
as
affordable
as
any
in
the
city
and
there's
opportunities
at
our
rental
properties.
To
do
more.
So
it's
such
a
great
resource
and
really
Falls
in
that
category
of
preservation
and
new,
affordable
housing
in
the
city.
N
I
do
want
to
mention
that
I've
got
the
leaders
from
PDS
here
with
me:
they'll
be
the
ones
doing
all
this
work.
Jessica
zlag,
who
leads
the
planning
team,
Maureen
Brewer
in
housing,
on
Jason
Blaze,
who
leads
the
buildings
group
that
does
all
the
permitting
and
inspections
and
then
a
vet
Harris
who's
our
operations
person
within
planning,
thank
them
for
all
their
work
and
and
joining
for
joining
us
today.
Any
questions
mayor.
B
I
know
that
we've
been
so
incredibly
focused
on
housing
over
the
past
few
years
and
your
team
has
really
risen
to
the
occasion
moving
this
zooming
code
through
having
such
robust
public
involvement
in
that
and
now
headed
into
hearings.
I
feel
really
prepared
and
I
really
appreciated
your
mention
of
the
graphic
novel
version,
because,
as
someone
who's
about
halfway
through
the
zoning
code,
ordinance
right
now,
I
think
a
graphic
novel
version
would
be
just
hugely
helpful
and
probably
way
more
illustrative
of
what
we're
going
for
for
people
who
are
wanting
to
use
it.
G
J
O
G
Very
excited
to
see
that
moving
along
and
something
that
can,
you
know,
complement
a
lot
of
the
housing
issues
that
we're
working
with
too.
Yes,
thank
you.
C
Though
we're
all
have
Jamie
go
ahead
and
step
in
so
we
don't
end
up
inadvertently
creeping
into
lunch.
Welcome
we've
got
the
legal
department
with
us
now.
P
First,
we
have
the
municipal
division.
It
serves
the
city
throughout
all
of
the
municipal
departments,
internal
and
external,
facing
alike,
DFA
HR,
the
airport
and
Public
Works.
It
also
provides
support
for
mayoral
and
Council
initiatives,
as
well
as
City
boards
and
commissions
and
intergovernmental
support,
even
when
the
legislative
season
comes
to
an
end.
P
Innovative
housing,
affordable
housing
projects
and
airports,
expansion
of
physical
grounds
and
services,
legal
shares
and
those
accomplishments
by
providing
solid
legal
guidance,
strategic
support
throughout
the
city,
the
Public,
Safety
Division
legal,
facilitated,
two
successful
Collective
labor
agreements
with
police
and
fire,
ensuring
that
our
communities
are
kept
safe
and
secure
and
continue
to
enjoy
the
high
level
of
service.
Our
Public,
Safety
departments
provide.
P
And
finally,
the
Criminal
Division
insert
ensured
that
our
community
received
Justice
by
Prosecuting,
just
shy
of
11
500
misdemeanors,
just
over
5
000
in
fractions
and
appeared
in
court
for
over
twenty
thousand
seven
hundred
and
twenty
appearances
that
division
averages
two
to
three
jury
trials.
A
week.
P
We
also
gave
back
to
the
legal
Community
by
collaborating
with
the
University
of
Idaho
College
of
Law
and
hosting
three
criminal
internships,
giving
them
the
boots
on
the
ground,
experience
and
training
that
will
serve
them
as
they
in
the
future
serve
our
community
so
from
a
department
perspective.
I
also
wanted
to
update
you
on
the
legal's
case
management.
Investment
legal
has
been
working
diligently
with
it
there
you
are
with
it
and
our
outside
vendor
to
migrate
existing
data
and
prepare
for
implementation.
P
With
respect
to
people
I'm
requesting
to
expand
the
Public
Safety
Division
to
address
current
litigation
needs
as
well
as
build
capacity
for
the
future
as
our
community
grows.
So
does
the
complexity
and
the
number
of
legal
matters
to
confront
the
city.
This
growth
has
reflected
an
increase
of
In-House
responsibilities
as
well.
This
includes
providing
risk
and
safety
advice,
managing
class
actions
and
outside
contracts,
as
well
as
segregation
and
collection
matters.
P
Last
year
we
piloted
a
centralized
fund
to
provide
investigatory
Services
Crews
or
to
the
city,
in
a
variety
of
contexts
and
I'm,
happy
to
report
that
it
was
a
successful
pilot.
We
were
able
to
utilize
this
fund
to
ensure
Regulatory
Compliance,
obtain
preliminary
data,
address
conflicts,
tackle
backlog
and
minimize
liability,
while
ensuring
consistency,
quality
and
efficiency
and
fact-finding.
P
This
fund
has
been
used
in
the
areas
of
ADA
compliance,
HR
investigations,
Internal
Affairs
and
civil
litigation
based
on
the
results
of
this
Pilot
We
are
asking
it
to
be
a
standard
line.
Item
to
ensure
its
availability
and
expand
its
application
as
the
needs
of
the
city
grow
and
finally,
legal
is
asking
for
an
investment
in
assets.
You
know.
Access
to
public
information
is
a
vital
tenant
of
good
governance
and
last
year
alone,
legal
process,
just
shy
of
fifteen
thousand
five
hundred
public
records
requests
through
the
BPD
and
Municipal
portal.
P
P
This
investment
will
further
the
city's
commitment
to
support
the
Public's
right
to
be
informed
of
the
city's
business
and
enhance
the
city's
or
excuse
me
enhance
the
user
experience
with
faster
response
times.
Greater
transparency
and
ease
of
use
staff
will
also
benefit
from
this
investment
city-wide,
with
increased
efficiency
from
technology
and
reduce
staff.
Time
again,
thank
you
for
your
time
and
attention
here
today.
We
appreciate
your
continued
sport
support
that
enables
us
to
support
the
city
moving
forward
and
with
that
I'll
stand
for
any
questions.
P
D
I
just
did
the
quick
math
and
that's
60
public
records
requests
a
day.
Can
you
tell
me
a
little
bit
more
about
how
this
technology
May
save
us
a
lot
of
time
and
money,
because
that's
a
I
mean
look.
The
public
interest
in
documents
is
important.
It's
it.
Then
it
doesn't
even
matter
if
it's
important,
because
it's
the
law,
we
have
to
do
it.
D
But
I
am
aware
from
your
presentation
last
year
how
incredibly
expensive
it
is-
and
it's
been
in
my
mind,
particularly
as
we've
heard
about
public
records
issues,
reporting
press
on
it
et
cetera
in
the
last
year.
It's
been
a
topic
of
conversation
and
so
I
just
briefly
like
to
learn
a
little
bit
more
about
what
you're
looking
at
to
try
to
streamline
this
process.
From
our
end.
P
Absolutely
Madam
mayor
council,
member
Beijing
we're
looking
for
a
twofold
one,
with
efficiency
internally
by
being
able
to
tag
more
documents
easily
and
also
looking
for
a
more
user-friendly
outward
facing
module
so
that
the
public
has
access
to
the
information.
That's
already
been
released
as
well.
B
Yeah,
thank
you.
So
much
Jamie
and
I
appreciate
some
of
the
kind
of
process
improvements
and
how
those
are
going
to
help
our
citizens
have
a
better
experience
with
the
city.
I
had
a
question
about
the
public
safety
expansion.
We
recently
learned
that
property
and
violent
crimes
are
down
in
the
city,
so
I'm
wondering
what's
driving
the
need
for
that
expansion.
You
may
not
even
want
to
answer
this
right
now.
It
may
be
for
follow-up,
but.
P
And
Madam
mayor
a
council
member
woodings,
the
we
haven't
had
a
new
attorney
in
the
litigation
division
from
my
understanding
way
before
I
have
been
here
so
just
keeping
up
with
the
the
the
the
the
general
caseload
collections.
The
tort
claims
I
can
give
you
some
stats
of
how
we've
seen
all
of
those
numbers
increase
as
well.
P
C
C
K
K
You'll
hear
woven
through
many
of
my
colleagues
presentations
aspects
of
technology
and
that's
what
we
do
here
is
we
support
the
Strategic
direction
of
all
these
different
departments
by
partnering
with
them
on.
How
might
we
use
technology
to
support
all
of
what
we
do
at
the
city?
So
it's
not
only
new
projects
and
new
Innovations
at
the
city,
but
it's
also
maintaining
that
which
we
already
have
and
what
we
use
to
run
our
business.
K
We
maintain
hundreds
of
applications
that
we
both
license
and
develop
and
maintain
ourselves,
okay
and
then
all
of
those
applications
and
the
work
we
do
every
day
creates
that
data
and
that
all
sits
on
servers
that
we
manage
and
runs
through
our
fiber
that
we
Network
throughout
our
city
facilities.
We
maintain
the
and
light
up
the
infrastructure
for
90
plus
City
facilities.
So
that's
all
done
by
this
I.T
Department,
of
which
I
am
quite
proud.
That
kind
of
is
a
summary
of
our
functions.
K
Over
the
past
year,
we've
been
able
to
make
good
on
the
Investments
that
the
city
council
has
put
in
I.T
over
the
last
several
years.
My
predecessor,
Erica
Cobb
focused
primarily
in
her
time
here
on
updating
and
modernizing
the
Staffing
framework
of
I.T.
How
do
we
take
these
kind
of
custom
I.T
roles
that
we
developed
over
time
and
make
them
industry
standard?
K
This
allows
it
to
hire
to
upskill,
to
keep
up
with
technology
that
we
see
on
the
outside,
and
we've
been
able
to
make
good
on
that
and
only
have
two
vacancies
in
it
right
now,
which
is
an
incredible
progress
that
we've
been
able
to
make
over
the
last
couple
years.
So
thank
you
for
your
investment
in
our
people
and
Technology.
Now
what
we
just
developed,
a
three-year
strategic
plan
that
now
gets
to
focus
on
our
operational
effectiveness.
K
A
K
Historically,
we've
managed
our
I.T
along
departmental
lines.
This
is
the
that
portfolio
and
that
portfolio
and
that
portfolio
kind
of
along
purely
the
verticals.
We
recognize
the
need
now,
with
the
complexity
of
these
systems
growing
and
the
need
to
integrate
and
move
data
around
our
technology
and
data
portfolio.
K
We
recognize
the
need
to
do
that
in
a
different
way,
so
we're
going
to
talk
a
little
bit
about
a
new
Citywide
system
framework
that
we
want
to
put
in
place
over
the
next
year
and
we've
been
laying
the
foundation
for
that
this
year
with
the
Enterprise
architecture
tool
that
you
guys
funded
last
year.
So
over
the
year
we've
been
mapping
our
systems
figuring
out
how
to
represent
them,
diagramming
them
so
that
we
better
understand
them
in
a
way
that
we
can
look
at
our
portfolio
as
a
whole,
instead
of
as
its
constituent,
Parts.
Okay.
K
So
that's
going
to
be
a
big
Focus.
We've
also
been
able
to
strengthen
our
cyber
security
posture.
Over
the
last
year,
we've
put
in
place
endpoint
protection,
so
all
of
those
systems
that
I
mentioned
those
are
vulnerable
places
right
for
for
Bad
actors
to
come
into
our
system.
So
we've
been
strengthening
all
of
the
endpoint
protection
we
have
in
place.
We've
improved
our
web
filtering
mechanisms
to
enable
people
working
from
home
to
better
access
and
more
safely
access
services
and
their
computers.
K
We've
also
been
working
to
support
the
airport
with
TSA
TSA,
just
recently
updated
their
cyber
posture
or
excuse
me
they're
cyber
mandate
this
year,
so
we've
been
supporting
the
airport
with
that
and
finally,
we
do
and
have
been
improving
our
vulnerability
testing
so
that
we
can
identify
and
remediate
risk
before
they
hit
us.
So
that's
what
we've
been
doing,
along
with
cyber
security,
that
covers
what
we've
been
doing
internally
to
support
our
departments.
But
now,
let's
look
outwards.
K
We
were
able
to
through
your
support,
complete
our
digital
access
study
this
past
year,
and
we
learned
fascinating
things
to
include
that
10
percent
of
idahoans
and
also
our
city
residents,
do
not
have
a
device
to
use
at
home.
Do
you
want
to
know?
How
is
easy?
It
is
to
access
government
services
on
your
cell
phone.
K
It's
not
easy.
How
might
we
improve
device
ownership
in
our
County
in
our
city
in
our
state?
We
have
the
opportunity
here
now
with
the
data
that
we've
been
provided
over
this
digital
access
study,
to
really
look
and
develop
our
digital
access
program
in
the
city
in
the
county
in
our
region
over
the
next
bit.
So
thank
you
for
your
investment.
In
that
study.
We
now
have
the
data
required
to
help
develop
a
better
plan
and
programming
we've
been
able
to
put
in
place
the
connect
our
Parks
program
by
fall.
K
We
expect
we'll
have
three
Parks
wired
with
Wi-Fi.
This
improves
the
access
of
the
people
in
those
Parks.
If
they
don't
have
a
data
plan,
if
they're
going
from
hot
spot
to
hotspot,
they
will
be
connected
and
safe
in
our
parks,
so
those
will
be
installed
at
Cecil,
Andrus,
Julia,
Davis
and
Anne
Morrison
by
the
Fall.
We've
also
been
able
to
improve
connectivity
for
the
pools,
as
well
as
Veterans
Memorial.
K
Furthermore,
we've
worked
with
our
County.
This
is
all
in
partnership
with
our
County.
We've
worked
with
our
County
to
come
up
with
a
middle
mile
plan.
This
would
install
and
apply
for
federal
funding.
K
This
is
what
I'm
talking
about
the
new
Enterprise
approach:
okay,
historically,
we've
managed
technology,
as
I
mentioned
along
the
verticals
or
the
Departments
we're
now
starting
to
look
at
if
we
were
to
look
at
this
huge
portfolio
of
Technology,
Solutions
and
applications
and
processes
enabled
by
that
across
these
horizontal
lines,
Community
member
experience,
Asset
Management
resource
planning
Etc.
How
would
it
have
us
look
at
these
things
differently?
K
So
that's
what
we're
exploring
now
and
prioritizing
with
and
I'd
ask
you
to
kind
of
to
look
at
that
orange
middle
one,
because
that's
going
to
be
a
big
emphasis
item
over
the
next
year
resource
planning,
we
have
an
enterprise
resource
planning
tool
called
Lawson,
that's
aging
out.
K
It's
also
not
configured
to
meet
the
needs
of
our
growing
City.
So
over
the
next
year
we
intend
to
do
Erp
planning
in
partnership
with
Finance
HR
and
the
entire
city,
because
this
isn't
just
an
HR
and
a
finance
thing.
It's
a
city
thing
improving
our
ability
to
manage
our
resources
will
help
us
manage
our
people
and
money.
K
Create
efficiencies
provide
better
business
intelligence
both
for
running
the
business
of
the
city,
but
also
having
ready
access
to
the
information
that
will
improve
public
transparency
about
how
we
manage
our
people
and
money
so
hugely
important
for
the
growing
city
that
we
have.
Today's
systems
are
not
adequate
for
tomorrow's
problems,.
K
Then
again
talking
about
the
digital
access
piece,
we're
so
excited
about
we've
kind
of
informally,
gotten
together
with
our
partners
over
the
last
year.
You
heard
me
talk
about
this
for
the
first
time
last
January
over
this
next
year,
as
we
learn
whether
or
not
we
got
the
middle
mile
fund
from
the
federal
government
as
we
start
looking
at.
How
might
we
solve
these
problems
that
you
know
with
a
regional
approach?
We
look
to
establishing
and
formalizing
our
digital
access
Coalition
in
the
region.
K
Furthermore,
state
is
actively
coming
up
with
a
digital
access
for
idahoan's
plan,
with
the
Idaho
commission
for
libraries,
so
we're
participating
and
helping
out
with
that.
We
know
that
we
have
the
tools
and
the
people
power
to
address
low-income
connectivity
and
device
gaps.
We
intend
to
work
together
for
that,
not
just
on
the
I.T
side.
This
is
kind
of
a
collective
goal
and
then
finally,
we
know
that
we
have
barriers
to
remove
in
terms
of
improving
the
actual
infrastructure
around
the
internet
in
our
County
and
cities.
K
K
So
to
wrap
it
up
looking
forward
for
fy24,
we
intend
to
focus
on
the
city-wide
technology
approach,
Citywide
system
approach.
We
want
to
continue
to
and
ever
improve
exceptional
internal,
to,
support
internal
support
rather
to
power,
awesome,
Community
Services.
We
intend
to
look
at
our
technology
portfolio
as
a
whole
and
consider
how
we
might
modernize
it,
consolidate
it
and
migrate
it
to
more
modern
platforms.
Today,
there's
a
heavy
heavy
amount
of
our
data
and
systems
that
are
on
premise.
K
A
lot
of
our
vendors
are
forcing
us
to
move,
or
you
know,
building
new
technologies
in
the
cloud,
and
so
with
all
of
the
on-prem
systems
and
moving
to
the
cloud
we
have
to
figure
out.
How
do
we
do
that
over
time?
We
can't
just
be
surprised
by
it.
We
have
to
come
up
with
an
action
plan
and
that
gets
to
our
city-wide
approach
as
well.
So
we
know
we're
never
going
to
all
move
to
the
cloud
with
all
of
our
stuff.
We
don't
want
to.
K
We
don't
need
to,
but
we
do
have
to
figure
out
what
stuff
needs
to
in
order
to
modernize
and
move
with
the
vendors
and
then.
Finally,
as
was
mentioned
by
the
chief
of
staff
earlier,
we
look
to
expand
our
Digi.
Our
data
quality
and
access
over
the
next
year
and
we're
asking
for
investments
in
the
tool
set
and
some
staff
augmentation
to
help
us
make
our
data
a
little
more
structured,
a
little
more
accessible,
particularly
to
those
employees
that
every
day
are
working
from
home
or
going
between
City
facilities.
K
B
Yes,
thank
you.
Alex
I
really
appreciate
that
focus
on
how
our
hybrid
Workforce
functions
from
home,
because
even
in
the
office
of
city
council,
you
know
sometimes
I'll
ask
Amanda
for
something
and
she's
like
I,
can't
get
that
to
you
until
I'm
back
at
City,
Hall,
so
that'll
be
really
nice,
I
think
for
all
departments
to
be
able
to
really
take
advantage
of
some
of
the
opportunities
to
work
from
home
and
still
being
able
to
do
the
full
scope
of
their
work,
while
they're
doing
that.
So
thank
you
really
appreciate
it.
I
Thank
you
very
much
for
your
presentation,
as
I
said
before,
I
appreciate
the
focus
both
from
a
cyber
security
standpoint
and
looking
at
the
many
many
apps
and
applications
that
many
different
departments
may
have
and
being
able
to
streamline
that
both
to
protect
us
from
from
a
cyber
security
standpoint,
but
also
from
a
cost
standpoint
as
well.
So
I
appreciate
your
focus
on
that.
C
M
M
So
in
Human
Resources,
our
job
is
truly
to
serve
the
people
that
work
here
so
that
they
then
can
provide
the
services
to
our
community
that
they
rely
on
us
for
we
look
at
serving
our
employees
through
the
entire
employee
life
cycle.
From
the
moment
they
decide.
Hey
I
think
I
would
like
to
work
at
the
city
of
Boise
and
they
become
an
applicant
all
the
way
through
and
including
retirement.
So
there's
many
places
along
the
way
that
we
provide
that
service
and
by
we
I'm
talking
about
this
Human
Resources
team.
M
This
talented
team
of
public
servants
comes
each
day
to
provide
service
to
our
community
and
to
the
people
that
work
here,
and
we
do
that
through
eight
different
divisions
from
Total,
Rewards,
employee
relations,
Security
Services,
organizational
development
risk
and
safety,
administration,
Talent
acquisition
and
the
business
partners.
So
it's
really
this
full
Cycle
Service
that
we
are
providing
to
everyone
who
works
here.
M
So
ultimately,
we
can
serve
the
community,
and
about
a
year
ago,
Sarah
Borden
stood
right
here
and
asked
for
some
major
investments
in
Human,
Resources
Human
Resources
had
been
supporting
this
organization
through
times
of
great
growth.
Both
in
the
community
and
at
the
organization
level-
and
we
hadn't
been
really
keeping
up
with
that
growth,
so
we
stood
here
and
said:
can
we
have
some
support
and
graciously?
You
said?
M
Yes,
so
I
want
to
talk
a
little
bit
about
what
that
looked
like
and,
as
has
been
pointed
out
in
a
couple
presentations
before
when
the
work
that
we
do
is
really
through
the
lens
of
people,
process
and
technology.
So
those
investments
in
fy23
were
very
heavy
around
the
people
side
of
things.
So
I
want
to
highlight
some
of
those
right.
Now.
M
Two
weeks
ago,
Sarah
Borden
came
to
you
and
spoke
a
little
bit
about
the
talent
acquisition
team
and
the
work
that
they'll
be
doing
they've
been
doing.
But
this
is
one
of
the
Investments
it
was
made.
We
were
able
to
reorganize
what
was
called
Employment
Services
into
Talent
acquisition.
M
And
then
the
final
people.
Investment
was
around
our
security
services
team.
With
your
investment,
we
were
able
to
provide
additional
support
for
our
library
patrons
and
staff,
at
both
the
main
library
and
our
Branch
libraries,
and
we
added
the
city
hall
Ambassador
information
desk
down
on
the
first
floor
that
many
of
you
may
have
walked
past
today.
As
you
came
in
from
a
process
side
of
things,
we've
made
some
Investments
and
had
some
impacts
this
year.
M
One
is
around
recruitment,
so
we
talked
about
that
Talent
acquisition
team
we've
also
redesigned
the
function
of
recruitment
to
ensure
that
we
are
sourcing
talent
for
our
growing
organization.
We've
done
some
streamlining
on
our
background
checks
and
Sarah
spoke
about
this.
A
couple
weeks
ago,
we
brought
in
a
vendor
partner
to
assist
with
that
all
with
the
idea.
M
M
So
for
fiscal
year,
2024.
The
Investments
that
we're
hoping
to
gain
are
an
insurance
support.
This
was
a
need
that
was
identified
across
the
city
for
many
departments.
It
would
support
the
city's
real
estate
portfolio
and
ensure
proper
insurance
coverage
for
All
City
facilities
and
properties
would
provide
analytics
and
decision
points
for
all
lines
of
insurance
and
provide
support
for
insurance.
M
Claims
we'd
like
to
continue
our
process,
Improvement
efforts
and
employee
experience,
starting
first
with
the
applicant
experience
looking
at
our
application
process
through
the
light,
the
eyes
of
the
people
who
are
applying
for
positions.
How
do
we
make
it
accessible,
transparent,
easy
for
people
to
navigate?
M
We
know
how
important
it
is
for
people
to
feel
that
sense
of
belonging
when
they
join
a
new
workplace.
That
starts
with
our
new
employee
orientation
and
onboarding
experience.
So
our
team
in
organizational
development
is
really
looking
at
our
orientation
experience
and
how
to
improve
that.
We
are
working
on
that
actively
right
now,
with
implementation
in
the
coming
months
into
early
fiscal
year
2024
and
then.
Finally,
from
the
employee
experience
standpoint,
it's
leadership
development.
M
We
know
that
by
investing
in
our
leaders
we
can
ensure
a
workplace
where
individuals
can
invest
in
themselves
find
a
place
where
they
belong
and
ultimately
serve
this
community.
So
this
is
a
pilot
program
that
has
been
running
this
past
year.
Again,
our
organizational
development
team-
sorry
I,
still
have
it
here.
Organizational
development
team
is
working
on
this
they're,
making
some
enhancements
to
that.
We
hope
to
roll
that
out
city-wide
in
fiscal
year
2024.
and
then
the
final
area
that
Alex
Mickler
spoke
about
is
getting
ready
for
technology
implementation.
M
So
we
have
an
enterprise
resource
planning
system
that
is
aging
out.
We
want
to
ensure
that
we
are
ready
for
the
implementation
when
it
comes
time,
so
we
will
be
looking
at
our
processes
ensuring
those
are
mapped
and
then
working
with
the
people
so
that
the
change
management
piece
is
in
place.
So
when
it's
time
to
implement,
we
are
ready
so
with
that
I
just
want
to
say
thank
you
for
the
investment
that
you
have
made
and
the
people
that
work
here
and
in
our
community
and
I'm
happy
to
stand
for
any
questions.
B
Thank
you
so
much
Carrie
I've
had
some
fabulous
experiences
recently,
especially
within
members
of
the
new
recruitment
team.
Really
just
wonderful,
wonderful
people
who
really
know
their
stuff
and
I've
been
able
to
earn
all
or
to
learn
a
lot.
So
I
really
appreciate
the
great
impact
of
that
investment.
I
have
a
question
about
insurance
support.
B
E
Good
morning,
Madam
mayor
members
of
the
council,
Christine
Miller
Deputy
Chief
of
Staff
I,
think
this
is
a
funny
historical
structural
thing,
so
the
risk
and
safety
team
sits
in
Human
Resources.
You
may
all
know
or
remember,
Corey
Pence,
and
so
this
due
to
its
its
nature
and
risk
and
safety,
resides
in
that
team,
and
so,
as
we
were
trying
to
figure
out
because
our
facilities
team
sits
in
public
works,
the
risk
and
safety
team
sits
in
HR.
E
Our
real
estate
manager
sits
in
the
mayor's
office.
We're
like
okay,
where,
where
does
this
best
sit
and
Corey
Pence
very
kindly
offered
to
take
it
since
he
does
Shepherd
the
city's
overall
Insurance
risk
and
safety
portfolio,
but
know
that
those
teams
are
working
really
closely
together
through
kind
of
dotted
line,
reporting
structures,
even
though
they
formally
sit
in
different
departments.
E
B
C
B
G
Mayor
thanks
so
much
for
highlighting
you
know
all
the
the
work
and
the
the
investment
in
in
people
have
paid
off
I'm
a
firm
believer
that
the
HR
has
like
kind
of
a
multiplier
effect,
because
you
can
help
people
with
all
the
things
that
they
don't
have.
Expertise
in
and
I
know
that
last
year
we
even
had
some
positions
to
help
out
the
library
that
really
helped
our
Librarians
be
Librarians
and
not
have
to
deal
with
some
of
the
security
and
the
other
challenging
things.
G
You
know
that
Librarians
aren't
have
the
same
level
of
expertise
with
I
was
really
excited
and
interested
to
learn.
Maybe
just
a
little
bit
more
about
what
you
meant
as
far
as
investing
in
leadership
development,
because
I
think
that
that's
such
an
important
thing
as
well,
so
I
was
wondering
if
you
could
maybe
talk
to
that.
Just
a
little
bit
more
yeah.
M
Sure,
mayor
council,
member,
that's
a
great
question:
I'm
happy
to
speak
to
it
a
little
bit
and
also
happy
to
follow
up
a
little
bit
with
our
organizational
development
team.
But
the
organizational
development
team
has
been
working
on
a
kind
of
a
five-part
course
that
they
are
taking
our
supervisors
and
leaders
through
that.
M
Our
team
in
public
works
actually
piloted
that
this
year
and
has
been
able
to
provide
some
feedback
and
it
kind
of
covers
everything
that
you
would
think
of
from
how
to
be
a
leader
and
how
to
manage
folks
in
an
organization.
So
it
is
really
important
for
us
that
we
roll
that
out.
Citywide.
We
got
great
feedback
from
our
Public
Works
team
and
we're
able
to
use
that
to
kind
of
more
fit
and
make
it
even
better
so
that
all
of
our
leaders
can
go
through
that
in
the
next
year.
G
Yeah,
that's
such
a
great
answer,
so
that's
like
the
example
of
the
multiplier
effect
that
you
all
are
so
great
with.
So
thanks
for
all
the
hard
work.
Thank
you.
C
Thanks
Gary,
thank
you
all
right
now,
we've
got
Linda
welcome,
Linda
with
Finance
finance
and
administration
DFA.
Thank
you,
and
then
we
will
go
ahead.
We're
running
a
little
ahead
of
the
schedule.
Now
so
Doug
you're,
you
will
be
on
deck
well.
I!
Think
Parks
was
first
after
lunch.
We'll
do
that
before
lunch
we
might
take
one
more
as
well.
Q
Great
thank
you,
madam
mayor
members
of
council.
Good
morning.
My
name
is
Linda
Lowry
and
I
am
the
Director
of
Finance
and
administration
as
a
quick
refresher
in
DFA.
We
support
the
city
and
departments
in
four
main
areas:
Finance
city
clerk
code
enforcement
and
Fleet
Services
Finance
in
the
area
of
Finance.
We
support
in
our
city
departments,
with
budget
accounting,
treasury
purchasing,
Financial
Services
to
departments
such
as
budget
development,
financial
reporting,
analytics
accounts,
payable,
accounts,
receivable
and
grants
management.
Q
We
added
additional
resources
in
the
clerk's
office
on
the
front
counter
we're
experiencing
a
lot
of
turnover
in
that
area,
and
so
the
additional
resources
were
allowed
us
to
stabilize
the
work
there
get
fully
staffed,
proud
to
say
right
now
and
with
that
hopefully
we'll
be
able
to
add
consistent
service
levels
and
reduce
turnover
in
general,
and
we
that
has
also
enabled
the
city
clerk's
office
to
expand
our
hours
one
evening
a
week
to
enable
child
care
and
other
workers
to
fulfill
their
fingerprint
requirements
after
work.
Q
Instead
of
during
their
business
hours
in
finance,
you
provided
additional
resources
to
help
support
our
departments.
You
heard
earlier
the
airport,
Public
Works
planning
and
development
services,
how
they're
embarking
on
a
lot
of
very
strategic
Community
facing
priorities,
and
so
we
needed
more
financial
support
to
help
support
them
in
the
work
that
they
do
and
in
addition,
we
also
were
able
to
document
a
lot
of
our
processes
and
procedures.
Q
This
past
year,
we've
also
finalized
a
reorg
sorry,
an
organizational
assessment
in
DFA
and
with
that
we've
developed
a
new
organizational
structure
that
will
meet
the
needs
of
a
growing
city
and
I
will
go
into
more
of
that.
And,
lastly,
technology
is
always
an
important
enabler
of
any
good
organization
and,
as
you've
heard
from
my
colleague,
Alex
Winkler
in
it,
we've
been
investing
a
lot
of
time
in
resources
and
preparing
for
the
future
implementation
of
a
new
enterprise
resource
planning
tool
and
we've
developed
an
RFP.
Q
We
have
an
RFP
ready
that
has
we've
worked
really
hard
on
with
it
and
HR
and
our
finance
staff
to
build
all
the
requirements
for
what
a
future
system
an
ideal
system
will
look
like
to
meet
our
requirements
and
our
needs
here
at
the
city.
Q
Lastly,
in
the
meantime,
in
FY
23
we
have
been
investing
in
strengthening
our
reported
financial
reporting
to
departments
and
the
capabilities
for
our
partners
and
other
departments
to
review
financial
information.
We're
partnering
with
it
develops
to
develop
some
easy
to
use
accessible,
financial
and
HR
reports
and
dashboards,
so
that
managers
across
the
city
have
access
to
detailed
data
at
their
fingertips
to
make
quicker
more
data
driven
decisions.
Q
In
fy24,
the
Investments
we
plan
to
make
are
will
continue
to
continue
to
align
with
maintaining
service
levels
and
preparing
for
the
future
by
supporting
parking
services.
So
they
can
continue
to
maintain
maintain
service
levels.
Continuation
funding
of
our
grants,
team
modernizing
Finance
through
our
reorganization,
as
well
as
preparing
for
our
new
Erp.
Q
Parking
Services
manages
as
approx
approximately
5
000
parking
spaces
in
and
around
the
downtown
area
that
includes
about
1300
parking
meters
and
3
700
non-metered
time
regulated
areas.
These
parking
options
have
proven
to
be
a
valuable
resource
to
our
downtown
businesses
and
workers.
Expanded
parking
options
for
employees
and
construction
downtown
has
increased
demand
for
enforcement.
Q
Q
In
the
short
time
that
the
grants
management
team
has
been
up
and
running
in
DFA,
they
have
done
a
great
job
supporting
Grant
related
activities
across
the
city.
The
team
has
supported
important
sub-award
programs
in
child
care,
small
business,
mental
health
and
food
security
by
assisting
with
program
development,
Grant
agreement,
documentation
and
execution
Grant
disbursement,
as
well
as
post-award
monitoring
and
compliance
with
an
eye
to
the
long-term
improvements.
Q
This
the
team
is
currently
working
on
developing
Grant
policies
and
procedures,
examining
functionality
of
a
modern
grants,
software
platform
through
the
RFI
process
and
working
with
our
cognizant
federal
agent,
which
is
the
FAA
on
implementing
a
negotiated,
indirect
cost
rate
agreement,
which
will
hopefully
hopefully
allow
the
city
to
cover
more
of
our
administrative
costs
related
to
Grants
in
the
future.
Q
Another
two
for
parks
and
an
additional
one
for
Library
as
well
foreign
organization,
does
a
good
job
supporting
the
day-to-day
needs
of
the
city
and
the
Departments,
and
maintaining
strong
financial
controls
to
meet
the
demands
of
a
growing
city
and
fully
enable
the
city
to
serve
the
community
effectively
now
into
the
future.
We
need
to
evolve.
Q
Q
Q
So
I
want
to
thank
you
again
for
all
your
continued
support
of
DFA
and
the
investments
in
in
the
Department
of
Finance
and
administration.
All
these
investments
in
our
people
process
into
technology
all
work
together
to
create
a
modern
organization
that
will
meet
the
needs
of
a
growing
City
with
that
will
stand
for
any
questions
for.
C
C
O
You,
madam
mayor
council,
members,
Doug
Holloway,
director
of
Parks
and
Recreation
I'm
happy.
It
is
my
pleasure
today
to
give
you
an
update
on
some
of
the
items
that
we
have
Investments
and
items
we've
completed
in
23
and
what
we're
proposing
in
24,
as
well
so
from
the
23
investment
at
impact
area,
I'm
pleased
to
announce
that
both
the
Grove
Trail
and
the
Red
Fox
Trail,
both
fully
accessible
improvements
in
our
Foothills,
will
be
completed
by
the
end
of
June
and
available
to
the
public.
Again.
O
This
speaks
to
the
mayor's
Vision,
creating
a
city
for
Everyone
by
providing
accessible
Trails
within
the
Foothills,
as
well
as
in
most
of
our
Park
sites.
The
10-minute
walk
to
a
park,
Madam
mayor
council
members.
As
you're
aware,
this
is
probably
our
number
one
initiative
in
providing
a
10-minute
walk
for
all
households
that
are
within
the
city
limits
of
Boise.
O
We
are
at
about
70
percent
of
those
total
households
are
now
within
that
10-minute
walk
distance,
and
it
is
the
goal
that
every
household
within
every
household,
within
the
city
limits
of
Boise
be
be
within
that
10-minute
walk.
You
can
see
some
of
the
Investments
that
we
have
made
or
in
the
process
of
making
in
2023.
O
Those
three
bullet
points
would
constitute
about
2,
300,
more
households
that
are
within
that
10-minute
walk
just
in
this
past
year.
So
we
are
making
significant
progress
since
we've
adopted
the
10-minute
Walk
we're
about
10
10
percent,
more
than
where
we
were
when
we
first
adopted
it.
So
I
think
we
started
somewhere
around
60
and
we're
at
70.
the
other
two
key
initiatives.
O
We
have
the
America,
the
Beautiful
and
the
Elaine
Clegg
city
of
trees
challenge
again
happy
to
report
that
we're
almost
at
20
percent
on
the
America,
the
Beautiful
and
a
few
just
to
remind
Madame
mayor
and
council
members.
The
goal
is
by
2030
that
we
will
be
preserving
30
percent
of
our
open
space
and
our
water
within
the
city
limits
of
Boise.
So
you
have
done
such
an
amazing
job,
because
when
we
started
this
three
years
ago,
we
were
already
at
a
baseline
of
15
percent.
O
So
we
have
added
five
percent
to
that.
So
we're
well
on
our
way
to
hit
that
30
goal
by
2030.
and
then
the
Elaine
Clegg
city
of
trees
challenge
we're
just
over
12
000
trees
have
been
planted
in
the
three
years
that
the
challenge
has
has
has
begun
and
I
believe
we're
about
1100
trees
so
far
in
2023
to
add
to
that
12
000..
O
This
is
a
map
of
those
Investments
that
we
have
made
in
2023
and
the
what
speaks
to
me
with
this
map.
Very
clearly
is
the
demographic.
Excuse
me,
the
geographic
diversity.
If
you
look,
we
have
investments
in
north
and
Northwest
Boise.
We
have
the
investments
in
Central
bench,
West
bench
and
Southwest
Boise
as
well
and
over
in
East
Boise,
including
our
downtown
Regional
Parks.
So
when
you
look
at
what
you
are
doing,
Madam
mayor
and
council
members,
we
are
putting
our
finances
and
our
investments
all
across
the
city.
O
So
all
our
plans
in
the
future
are
to
continue
to
look
at
Investments
all
over
the
city,
particularly
in
that
Central
and
West
bench
area.
But
I
think
this
does
provide
a
really
good
picture
to
our
community
that
we
are
putting
Investments
all
over
the
town.
O
So
some
of
the
things
we're
looking
at
for
2024
all
are
related
to
keeping
up
with
growth
and
keeping
up
with
our
commitment
with
our
citizens
to
provide
you
know
a
world-class
Park
and
Recreation
system,
and
that
is
maintaining
really
what
we
have
and
and
making
sure
that
that
is
available
in
a
plus
in
an
A
plus
status
to
our
customers,
and
so
that
includes
adding
some
additional
resources
to
our
downtown
maintenance
team.
O
It
also
includes
investing
in
our
Horticulture
division
within
Parks
and
Recreation,
where
we
can
invest
more
resources
in
our
turf
management.
Obviously
we're
having
a
lot
of
special
events
and
sports
activities
that
are
occurring
and
will
continue
to
occur
and
we're
going
to
continue
to
add
those
in
the
community
they're
a
great
engagement
opportunity
for
the
community
and
and
pre
present
a
sense
of
belonging
for
our
citizens.
But
we
also
want
to
make
sure
that,
when
those
events
are
are
over
with
that,
our
parks
are
still
maintained.
O
O
Our
Recreation
division
is
experiencing
some
significant
growth
in
participation
by
our
citizens,
and
so
we
are
looking
at
adding
resources
to
be
certain
that
we're
that
we're
maintaining
our
vision
of
providing
safe,
affordable
and
accessible
programming
in
that
in
that
Division,
and
so
we
look
at
at
the
fact
that
we
do
need
to
add
some
resources
there
and
are
proposing
that
for
2024..
O
So
some
of
the
this
is
just
a
very
small
snapshot
of
some
of
the
major
repair
and
maintenance
projects
we'll
be
embarking
on
in
2024..
We
will
be
providing
another
accessible
playground.
This
will
be
at
Hewitt
Park,
which
is
off
of
MacMillan.
O
It's
actually
right
behind
McMillan
Elementary
School
we'll
be
completing
the
updated
pieces
to
White
Park
phase
a
white
water
park
phase
two
when
the
irrigation
season
concludes
during
the
winter
time,
and
we
can
get
into
the
river
at
lower
levels,
we're
hoping
that
all
that
will
be
completed
during
that
time
period.
We're
replacing
the
plastering
in
both
these
kiddie
pool,
as
well
as
the
major
pool
at
the
natatorium,
and
also
replacing
the
roof.
Some
of
the
high
water
levels.
O
We've
already
seen
some
erosion
in
some
of
the
bank
and
some
of
the
green
belt
areas
along
some
of
the
key
locations
where
we've
had
not
necessarily
flooding,
but
just
some
significant
high
levels
in
areas
that
we're
going
to
have
to
do
some
repairs
during
the
course
of
this
next
year,
and
we
do
have
a
new
parking
lot
and
infrastructure
Improvement
that
we're
proposing
at
a
Hawaii
park
for
this
year
as
well
Road
skate
park,
restroom
we'll
be
adding
a
restroom
facility,
it's
very
similar.
If
you're.
O
If
you're
familiar
with
the
restroom,
we
have
at
SRI
Buckner
web,
it
will
be
a
model
similar
to
that.
And
then
the
goal
is
to
repurpose
that
restroom
and
into
the
brick
restroom
that
we
have
there
now
into
a
storage
unit
that
could
be
used
by
Boise.
Police
could
be
used
by
fire
across
the
across
the
road
or
our
team
would
would
be
utilizing
that
as
well
and
then
we
have
ongoing
pond
water
in
partnership
with
our
Public
Works
team,
upon
water
testing
and
mitigation.
O
The
work
that
Public
Works
has
done.
As
you
all
aware,
Madame,
mayor
and
council
members
with
Quinn's
and
Esther
Simplot
ponds.
One
and
two
has
been
working.
Those
ponds
for
the
second
year
in
a
row
have
been
open
all
summer
long,
but
we
also
do
pond
water
testing
to
all
of
our
pond
locations
to
stay
ahead
of
some
of
the
bacteria
that
can
formulate
and
and
cause
issues
with
with
fish
and
a
lot
of
our
residents
have
their
pets
that
dogs
that
go
into
the
pond.
O
So
we
want
to
make
sure
that
they're
that
we're
staying
ahead
of
the
blue
green
algae
outbreak.
That
typically
happens
during
the
summer
time.
So
we're
doing
a
lot
of
that
and
we'll
continue
to
do
that.
And
then
we
invoke
certain
medication
mitigation
procedures
again
in
cooperation
with
Public
Works
to
stay
ahead
of
any
of
the
issues
we
have
in
our
ponds
and
with
that
Madam
mayor
I'm,
happy
to
stand
for
any
questions.
B
Madam
mayor,
okay,
thank
you.
Doug
I
was
up
at
Kasha
Park
the
other
day
and
loved
that
accessible
playground,
love
the
rubber
surfacing
and
how
it
allows
kids
of
all
abilities
to
play
together
and
I'm
glad
to
see
that
happening
at
Hewitt
Park
up
by
MacMillan
too
that'll,
be
a
wonderful
wonderful
addition
to
that
neighborhood
I
mean
all
I
have
to
say
is:
keep
up
the
good
work.
You
guys
are
doing
awesome.
B
We
have
lots
of
water
amenities
happening
for
our
residents
in
anticipation
of
a
hot
summer,
really
excited
to
run
through
those
this
week
and
yeah
I
mean
go
team.
You
guys
are
doing
great.
G
Thank
you,
Andrew
thanks
a
couple
questions
for
you.
I
know:
we've
got
a
dandelion
Festival
coming
up
in
one
of
our
Parks.
It
kind
of
relates
to
some
of
the
different
ways
we've
been
maintaining
the
parks
and
I
know
that
this
isn't
like
the
hugest
budget
item
in
the
world,
but
like
have
we
been
saving?
Is
there
cost
savings
that
we've
been
done
in
the
way
that
we've
been
maintaining
using
less
herbicides?
Less
pesticides
mowing
a
little
bit
less
frequently.
I
know
that
that
was
a
presentation
that
we
got
last
year.
O
Yeah
metamere
council
member
Halliburton
we're
definitely
seeing
it
seeing
a
savings
that
I
can
get
back
to
you
on
what
we
on,
what
we're
experiencing
there,
obviously
using
less
chemical
and
we're
not
mowing
as
frequently,
and
so
there
are
some
some
savings
that
we
are
realizing
and
I
can
let
you
know
that.
But
we
do
have
a
dandelion
Festival
coming
up
here
soon
that
we
can
show
you
how
to
do
some
creative
things
with
dandelions
yeah.
G
Which
I
think
is
a
great
idea,
because
people
always
wonder:
why
are
there
so
many
dandelions
here
like
because
we
want
them
to
be
there?
That's
why
the
other
question
was
so.
We've
got
some
major
projects
that
are
listed
here
in
the
budget,
but
sometimes
we
have
things
that
can
actually
expedite
some
of
those
projects
faster
or
create
new
projects
faster.
Sometimes
those
are
foundations,
jumping
in
private
donors,
I
guess
what
I?
G
What
I'm
getting
at
is
that
these
are
the
major
projects
for
the
year,
but
if
somebody
had
12
million
dollars
that
they
wanted
to
donate
and
help
make
some
of
these
projects
happen
faster
or
some
other
projects
that
we
may
not
have
funding
for.
There
could
be
question
mark
the
opportunity
for
some
other
projects
to
come
online.
O
Council,
member
Halliburton,
the
the
short
answer
is
probably
yes.
There
also
is
a
capacity
issue
both
in
terms
of
what
we
can
do
within
this.
Even
if
somebody
dropped
12
million
into
our
lap-
and
we
could
say
wow,
there's
some
cool
things
we
could
do.
It
does
become
a
capacity
issue
not
just
in
Parks
and
Recreation,
but
we
rely
on
all
of
our
internal
service
departments
as
well
and
so,
but
that
we
don't
want
to
discourage
that.
H
Doug,
thanks
for
the
presentation,
great
information
I'm,
obviously
very
excited
about
the
possibility
of
the
development
at
the
Shamrock
Park.
One
of
the
things
that
we've
talked
about
at
the
council
is
the
idea
of
the
10-minute
walk,
which
I
think
is
fantastic,
and
it's
something
that
I
think
the
citizens
would
obviously
enjoy.
H
When
we
looked
at
that
map
a
few
months
ago,
as
I
recall,
it
included
freeway.
So
in
other
words
it
the
10-minute
walk
had.
If
you
were
on
the
other
side
of
the
freeway,
you
would
count
the
park
on
the
other
side
of
the
freeway
and
I
want
to
make
sure
that,
as
we
look
at
this,
that
it's
not
only
a
10
minute
walk
on
paper,
but
it's
practical.
So
as
we
look
at
this
and
as
we
look
to
develop
I
think
that's
an
area
we
need
to
consider
and
it's.
O
B
I'm
recalling
that
conversation
that
we
had
because
I
remember
that
too
I
believe
that
Park
staff
said
that
they
did
account
for
that
for
a
freeway
and
that
the
walk
was
only
on
that
side
of
the
freeway
and
it
didn't.
It
did
take
that
geography
into
account.
O
Madam
mayor
council
members
I
do
believe
that
is
correct.
We
use
a
national
software
that
only
takes
into
account
the
actual
sidewalk
and
any
pathway
connection
that
gets
you
within
that
10
minute
walk.
So
if
a
freeway
is
there,
then
that's
a
barrier
to
that
pathway.
So
I
believe
that
that
is
correct.
R
Thank
you.
Thank
you,
madam
mayor
members
of
council,
Doug
and
I
planned
for
keeping
you
awake
after
lunch.
We
really
appreciate
this
opportunity
to
be
succinct
so
that
we
don't
keep
you
from
lunch.
My
name
is
Jessica
Dorr
I
have
the
honor
of
being
the
director
of
the
Boise
Public
Library.
That
means
I'm
a
I
am
a
librarian.
I
am
not
an
engineer.
R
I'm,
not
a
construction
manager,
I'm,
not
a
roofer,
but
I
would
like
you
to
imagine
me
with
a
construction
hat
on,
because
the
theme
for
this
year
and
next
for
the
library
is
Boise.
Public
Library,
under
construction
and
open
for
business
and
I
want
to
talk
about
under
construction,
both
figuratively
in
terms
of
where
we
are
with
our
strategic
planning
process.
But
then
literally,
as
this
photo
from
the
front
of
our
downtown
building,
shows
you.
R
We
have
in
the
last
a
couple
weeks
created
three
new
holes
in
the
downtown
facility,
because
we
are
getting
ready
to
install
an
automated
book
sorter.
So
here
is
a
picture
of
what
used
to
be
our
front
window.
It
is
now
a
plywood
double
plywood
piece,
because
this
is
where
the
actual
sorter
will
go,
and
this
is
where
people
will
now
be
able
to
put
their
books
into
and
have
them
sorted.
R
So
why
is
this
investment
so
important
for
the
library
and
so
important
for
the
citizens
of
Boise
with
an
automated
book
sorter
so
think
about
a
smaller
version
of
when
you
go
to
the
airport
and
put
in
your
luggage
and
it
automatically
sorts
for
you
we'll
be
doing
that
with
books.
That
brings
us
two
things.
Number
one
you'll
get
your
materials
faster
stuff
gets
turned
in,
it
gets,
it
gets
sorted,
it
gets
to
a
new
reader
faster,
but,
more
importantly,
it's
going
to
free
up
a
lot
of
our
staff
time
for
engaging
with
the
public.
R
R
The
sorter
is
not
the
only
place
where
we're
using
FY
23
Investments
to
make
sure
that
Boise
has
access
to
materials.
We've
been
able
to
complete
our
Archive
of
the
Idaho
Statesman,
so
we
now
have
continual
access
to
one
of
our
most
used
resources:
digital
resources.
It
goes
all
the
way
back
now
to
July
28
1864,
which
is
30
years
before
the
first
library
was
actually
founded
in
Boise,
but
we've
been
able
to
complete
that,
and
then
we
also
were
able
to
re
with
the
additional
funding
for
materials.
R
We
had
a
focus
on
our
our
youth
materials
this
year
and
we're
able
to
refresh
our
children's
collections
at
every
single
location,
which
are
some
of
the
materials
that
circulate
the
most,
and
we
also
made
an
investment
in
some
read-along
picture.
Books,
which
are
a
really
important
tool
for
earlier
literacy
under
construction,
also
applies
to
our
website,
where
we're
working
with
our
partners
in
it
and
CE
to
update
our
website,
both
with
advanced
search
but
a
more
stable
platform.
R
Since
so
many
people
access
the
library
through
the
internet
and
then
our
other
branches
are
benefiting
from
under
construction.
We
will
have
this
year
new
flooring
at
colon,
Ustick
and
Hillcrest
new
paint,
a
colon
Ustick,
upgraded,
AV,
Equipment
and
new
shelving
at
collister
and
Hillcrest.
So
people
who
go
into
their
local
or
nearest
library
will
see
improvements.
They'll
see
that
space
and,
as
was
mentioned
earlier,
we
really
appreciate
the
partnership
that
we've
had
with
HR
in
terms
of
the
additional
security.
R
We
want
to
make
sure
that
everybody
has
a
safe
and
welcoming
environment
and
we
want
to
make
sure
that
we're
safe
for
staff
and
the
public
and
then
another
investment
that
you
helped
us
with
was
adding
the
mental
health
coordinator
to
our
staff.
R
We've
got
that
position
has
been
almost
filled
for
a
year
and
that
person
has
been
able
to
help
hundreds
of
boiseans
with
access
to
housing,
access
to
resources
and
really
you
know,
food
insecurity,
issues
of
better,
better
addressed
at
a
library
and
some
of
the
you
know,
more
intensive
support
services
are
able
to
work
with
us
better
and
then
finally,
I
would
be
remiss
if
I
didn't
mention
the
support
that
you
provided.
That's
helped
us
expand
our
summer
reading
program.
Again,
we
had
our
summer
reading
and
learning
celebration.
R
This
Saturday
on
Thursday
every
location
will
have
a
party,
so
please
come
and
make
sure
that
you
check
that
out
and
get
signed
up.
We
have
summer
reading
for
people
of
all
ages.
We
have
9
000
books
that
people
can
earn
throughout
the
program
and
we've
been
able
to
add
an
interns
that
will
help
us
with
Outreach
particular
to
those
students
that
were
impacted
by
the
pandemic.
R
One
of
my
favorite
construction
projects
this
year
is
the
one
that
we
have
that
has
been
to
create
our
new
strategic
plan
and
we're
very
close
to
having
this
approved
by
the
library
Board
of
Trustees.
R
This
will
be
a
five-year
plan
and
we're
looking
forward
to
really
sharing
with
you
more
of
the
details
and
the
public
as
well
through
our
engagement
with
the
community
through
our
survey
through
our
listening
sessions
through
our
programs,
we
identify
identified
four
strategic
priority
areas
that
will
shape
the
work
of
the
library
for
the
next
five
years,
and
this
will
these
will
really
ensure
that
we
are
meeting
the
needs
of
the
people
of
Boise
we're
going
to
expand
access.
R
That
means
making
our
collections
programs
and
services
available
when,
where
and
how
people
want
them,
we're
going
to
increase
our
impact,
create
valuable
experiences
for
every
resident
and
meet
their
needs
at
every
stage
of
life.
We're
going
to
modernize,
strengthen
and
streamline
our
operational
capabilities
that
will
help
us
optimize
our
resources
and
we're
going
to
measure
our
value,
we're
going
to
establish
impact
and
performance
metrics
and
use
that
data
for
decision
making.
R
So
what
does
this
look
like?
In
fy24
we've
got
Investments
that'll
fill
in
and
start
some
of
that
building
blocks
for
the
Strategic
plan.
As
we
move
into
it,
you
will
see
an
expanded
collection
for
us
and
we're
really
excited
about
this.
This
will
allow
us
to
make
sure
that
every
Community
member
has
access
to
library
materials
in
a
format
that
works
for
them.
R
That
would
be
from
their
country
of
origin
and
we're
also
going
to
add
to
our
e-audio
books
with
the
purchases
of
some
books
with
a
one
copy.
One
use
this
will
give
us.
Perpetual
access
as
Publishers
are
increasingly
moving
to
a
lease
model
which,
as
you
know,
is
more
expensive
and
doesn't
allow
us
to
grow
our
collections,
and
then
we're
also
really
excited
about
creating
Library
spaces
that
are
accessible
or
welcoming
to
all.
R
R
A
lot
has
changed
since
then
in
terms
of
Boise,
but
also
in
terms
of
Library
technology,
and
we
know
that
with
that
in
place,
and
particularly
if
the
modern
zoning
code
passes,
that
will
also
help
us
really
understand
how
people
move
around
Boise,
where
they'll
grow,
and
this
I
think
will
be
the
Great
Piece
for
us
to
then
really
dig
into
what.
What?
What's
the
facilities
plan
look
like
for
libraries
now
and
in
the
future.
R
We're
also
going
to
continue
to
expand
our
efforts
around
programming.
One
of
the
things
we
heard
is
a
real
appreciation
for
early
literacy
and
how
much
we
do
with
that,
but
also
adding
adult
programming
so
we'll
see
that
next
year
as
well
and
then
finally
we're
adding
capacity
in
access
to
data.
In
terms
of
our
analysis
as
a
profession,
we
collect
a
lot
of
data.
How
people
use
our
website,
how
people
use
our
facilities,
how
people
use
our
materials?
R
We
don't
have
capacity
right
now
to
really
take
advantage
of
that
and
I
think
having
additional
capacity
in
how
we
are
collecting
our
metrics
analyzing
that
data
and
how
we're
making
decisions
on
it
is
really
going
to
be
for
us
just
a
true
mechanism
for
making
sure
that
we
are
continually
meeting
the
needs
of
boiseans
as
Boise
continues
to
grow
and
change,
and
with
that
I
will
stand
for
questions
or
compliments
for
my
staff
as
well.
B
Know
that
I
have
a
million
compliments
for
you
and
your
staff
all
the
time.
I
think
that
you
really
provided
important
resource
to
our
community,
and
you
do
so
in
a
way
that
always
feels
welcoming
in
every
Library
I
go
to
so
I
really
appreciate
that
I
just
wanted
to
expand
a
little
bit
on
the
so
I
think
when
you
first
came
in
I
was
like
where's
this
facilities
plan.
R
Mary,
council,
member
woodings,
thank
you
for
the
question.
I
will
I
will
go
back
a
little
bit
with
that,
because
when
we
made
the
decision
to
really
focus
the
Strategic
plan
on
programs
and
services,
we
did
it
during
a
real
time
of
change
in
how
Boise
was
using
our
library
because
of
the
pandemic.
You
know
that
was
where
we
just
saw
some
really
significant
shifts
in
terms
of
you
know
our
for
the
first
time
ever,
our
digital
resources
were
more
than
our
physical
resources.
We
wanted
to
see.
R
Would
that
go
back
particularly
for
that
youth?
That
should
really
be
using
that
uses
print
more
than
digital?
We
had
curbside,
we
had
grab
and
goes.
We
just
had
so
much
change
going
on.
It
was
hard
to
know
sort
of.
Would
it
was
it
a
trend
that
was
going
to
keep
going?
Was
it
a
trend
that
was
going
to
reset,
and
so
it
was
so
important
to
us
that
we
really
focused
on
okay?
R
What
are
what
are
the
programs
and
services
that
the
community
wants,
while
we
did
that
we
had
so
much
feedback
about
the
facilities
more
than
I
expected?
To
be
quite
honest,
we
had
not,
as
you
might
remember
from
the
last
time,
I
was
talking
about
this
9
000
open-ended
question
or
9
000
answers
on
our
open-ended
questions
and
going
through
that
people
wanted
to
talk
about
safe,
welcoming
facilities.
What
that
building,
what
those
buildings
would
look
like
how
they
would
fit
into
so
this
is
where
we
know.
Yes,
absolutely.
R
We
need
to
do
that
work
with
the
community
and
we
need
to
do
a
similar
process
that
we
did
to
the
Strategic
plan
where
we
have
opportunities
at
locations
through
surveys
through
focus
groups.
We
want
to
make
sure
that
we
have
Community
input
because
we
heard
how
valuable
that
is
and
how
much
people
in
Boise
wants
to
participate
in
it.
B
Just
have
one
follow-up:
how
will
that?
How
will
our
kind
of
more
Regional
Library
System
figure
into
that
facility
plan
as
you're
figuring
out?
What
that
looks
like.
R
B
Mean
yeah
so
open
up
the
Consortium
libraries,
you
know
say
the
close-in
part
of
Northwest
Boise
might
have
closer
access
to
the
Garden
City
Library
like
how
does
that
figure
into
facility
planning.
R
Madam,
mayor
council,
member
weddings,
I,
don't
know
the
answer
to
that
yet
and
we
will
find
out
because
it
is
an
interesting.
You
know,
as
we
are
in
Boise
and
as
the
library
systems
around
us
are
looking
at
Investments
as
well.
We
have
a
great
opportunity
to
speak
with
the
leadership
of
those
libraries
and
really
think
about
how
we're
working
collaboratively,
because
the
lynx
construction
has
provided
such
great
benefit
to
all
participating
libraries.
You
know
you
can
put
a
book
on
reserve
on
your
phone.
R
You
can
go,
get
it
at
your
library.
You
have
no
idea
where
it
comes
from.
You
could
drop
it
off
at
any
location.
It
really
is
such
an
asset
to
every
Library
user
in
the
Treasure
Valley,
and
so
there
is
a
real
opportunity
for
us
to
think
about
about
what
a
city
and
what
a
library
in
Boise
does,
but
also
how
we're
really
supporting
the
Consortium
or
engaged
with
the
Consortium
as
well.
I
R
Madame,
council,
member
Haney,
Keith
I
love
that
question.
Thank
you
for
asking
it.
The
library
profession
is
very
good
at
statistics
and
counts.
How
many
people
come
into
each
location?
R
You
know
how
fast
does
a
book
circulate
where
I
am
excited
about
the
profession?
Moving
is
the
value
of
the
impact
of
what
that
means
for
a
user,
particularly
around
you
know.
If
we've
got
a
program
that
is
focused
on
Economic
Development,
how
many
people
were
able
to
you
know
update
their
resume.
How
many
people
were
you
know
able
to
do
a
job
interview
in
our
library?
Did
that
help
them
actually
get
employment?
We
really
want
to
start
thinking
about.
How
can
we
measure
outcomes?
R
G
And
Mary,
thanks
for
the
presentation,
I'm,
so
excited
to
see
the
Strategic
plan
in
kind
of
its
final
form
and
how
that
can
help
guide
our
decisions
and
I
really
appreciate
all
the
work.
That's
gone
into
that
both
from
you,
the
staff
and
certainly
the
public,
because
the
public
was
hugely
engaged
in
that
process,
and
it
was
really
really
impressive
and
I'm.
G
Also
impressed
I
know
that
you
know
the
the
last
few
years
have
been
challenging,
because
we
haven't
always
wanted
to
invest
a
lot
of
funds
into
that
downtown
library,
not
knowing
what
the
future
is
going
to
be
with
it.
I
think
that
that's
been
challenging
for
the
public
coming
in
and
actually
using
it
and
then
really
challenging
for
the
staff,
knowing
that
you've
got
a
building.
That
has
some
issues
that
you
can't
address,
or
you
don't
know
how
to
address,
because
you
don't
know
what
the
future
is.
G
I'm
glad
to
see
that
we
that
we're
making
and
we've
made
those
Investments
and
I
think
that
I'll
have
a
big
impact
on
20
24..
G
One
thing
you
know:
I
have
the
the
privilege
of
being
the
council
liaison
to
the
library
and
I
I.
Think
in
February
there
was
a
business
value
calculator
report
that
we
got
and
I
believe
it
was
1.2
million
dollars
in
value
that
the
library
has
contributed
in
that
business,
value,
calculator
and
I
thought.
G
That
was
a
an
underestimate
because
it
was
sort
of
those
were
just
the
things
that
you
could
measure
and
so
I'm
excited
to
see
sort
of
that
continued
pursuit
of
measuring
that
value,
whether
it's
how
our
collections
are
being
used,
some
of
them
at
97
throughout
the
year,
how
they
can
be
expanded,
how
we
can
measure
those
kind
of
you
know
those
values
as
far
as
creating
you
know,
business
and
economic
development
in
the
city,
and
it
really
is
impressive
to
see
how
dedicated
your
staff
has
been
to
using
that
data
for
the
Strategic
plan
for
some
of
this
decision
making.
G
So
no
question
just
a
bunch
of
compliments.
I
appreciate
that
and
I
hope
that
you
know
if
there
is
ever
an
opportunity
to
present
some
of
that
that
data
those
reports
that
business
calculator,
one
I,
think
is
extremely
interesting
and
something
about
the
council
and
the
public
would
love
to
see.