►
Description
Please visit the following link for information on how to testify during virtual public hearings:
https://www.cityofboise.org/departments/finance-and-administration/city-clerk/virtual-meetings/
A
This
is
a
super
unusual
setting
where
we've
got
the
director
bruce
wong
here
in
attendance,
the
president
of
city,
council,
elaine
clegg
and
myself,
and
then
everybody
else
from
achd
and
the
city
council
joining
us
remotely
good
morning
to
all
of
you
on
the
screen
I'll
go
ahead
and
call
the
meeting
to
order,
and
I'm
asked
that
we
from
our
end
we
do
a
roll
call
for
city
attendance
and
then,
madam
chair,
will
you
do
the
same
for
achd
attendance?
C
C
D
All
right,
I
will
now
open
the
achd
commission
meeting
and
note
for
the
record
that
we
do
have
four
commissioners
in
attendance.
Commissioner
baker,
commissioner
hanson,
commissioner
goldthorpe
and
myself,
I'm
not
sure
if
commissioner
arnold
is
in
the
building
or
may
just
be
signing
on
here
shortly,.
A
Thanks
so
much
for
joining,
it
looks
like
we
have
introductions
on
the
agenda.
First,
I
I
imagine
that's
because
we
have
some
new
council
members
as
well,
and
so
this
is
the
first
meeting
that
we've
had
as
a
as
two
entities
since
new
council
members
have
joined,
and
then
I
perhaps
people
in
the
that
are
here
in
the
audience
as
well.
A
Staff
wise
will
take
some
time
to
do
that,
but
I'm
happy
if
any,
if
anybody
from
council
first
since
I'm
here
and
I'm
I'm
starting
things
off,
anybody
from
council
wants
to
say
hello,
please
and
feel
free
to
do
that.
If
you've
got
anything
you'd
like
to
say
before
we
kick
off
the
business
of
the
meeting.
A
F
I
can
kick
off
real,
quick
I'd,
just
like
to
say
hello.
I'm
excited
that
we're
meeting
again
miss
elaine
and
I
think,
there's
a
lot
of
things
that
we
can
work
on
collaboratively.
I
think
this
is
a
great
time
to
to
do
it
so
welcome
everyone
to
our
chambers
and
and
welcome
everybody
online.
Thank
you.
C
G
C
A
When
I'll
echo,
the
council
president's
comments,
you
know
this
is
a
unique
time.
It's
great
that
we're
all
able
to
have
a
joint
meeting
to
figure
out
ways
that
we
can
work
together
to
provide
services
effectively
to
our
residents
and
throughout
the
city.
And
of
course
the
commission
thinks
even
more
so
about
the
county.
A
A
All
right
with
that,
the
next
item
on
our
agenda
is
the
cova
19
response
and
experience
we're
going
to
have
presentations
from
both
the
highway
district
and
city
of
boise.
It
looks
like
director,
wong
you'll,
be
presenting
for
achd
and
mallory
wilson.
Oh
my
gosh,
I
didn't
recognize
you
in
your
mask
because
I
only
see
you
on
zoom
mallory
wilson
is
here
to
present
on
behalf
of
the
city
boise
director.
H
H
So
I
want
to
thank
you
both
for
your
leadership
in
what
you're
doing
for
boise,
and
I
also
want
to
thank
you
again
for
your
support
for
my
family
on
the
on
the
event
that
we've
had
to
go
through
so
again,
I
greatly
appreciate
it.
If
I
could
have
the
first
slides
up,
I
see
it.
Stacey
go
ahead
with
the
next
one,
please.
H
What
I
want
to
do
is
right
off
the
bat
tell
you
where
we
are
right
now
and
it's
a
great
opportunity
to
share
experience.
First
off
theater
county
highway
district
is
open
for
business
across
the
board.
As
a
matter
of
fact,
we
never
fully
closed
from
day
one.
We
were
still
able
to
provide
emergency
services
as
required.
We
are
currently
in
phase
three
and
it's
completely
aligned
with
the
governor's
orders,
cdc
central
health
and,
of
course,
boise's
declarations
of
phase
operations
here
in
boise.
H
So
we've
made
sure
that
we
are
absolutely
in
line
across
the
board
with
all
of
the
leaders
recommendations
on
pandemic
operations,
the
we
continue
to
monitor
to
maximize
work
from
home,
telecommunicating,
all
the
different
things
that
we
should
be
doing
during
this
pandemic,
and
we've
learned
a
lot
of
lessons,
as
I'm
sure
the
city
has
also
during
this
issue.
We
you
see
the
expenses
that
we've
incurred
at
this
point
for
the
pandemic
and
we
have
partnered
with
the
80
county
commission.
H
As
you
know,
the
federal
government
has
authorized
reimbursements
through
the
state
for
for
pandemic
covert
related
expenses.
The
we
approached
the
as
a
taxing
authority,
we
approached
ada
county
and
they
have
agreed
to
support
our
reimbursement
requests,
and
this
is
where
we
are
today
and
I'll
have
a
little
bit
more
as
we
go
through
the
presentation
for
you
all
next
slide,
please,
okay
as
background,
we
were
designated
an
essential
operation
and
central
business
by
the
governor
on
day
one.
H
We
established
off
that
maximum
communications
on
a
daily
basis
with
everybody
at
the
ada
county,
highway
district
from
our
president,
the
commission,
down
to
our
newest
member
of
the
team,
to
make
sure
that
they
were
fully
informed
of
every
step
that
either
the
commission
or
I
was
taking
in
our
initial
responses
to
the
pandemic.
Our
first
priority,
as
I'm
sure
it
was
yours,
madam
mayor,
was
the
safety
of
our
team
members
and
such
so.
We
locked
down
everything
except
non-emergency
operations.
H
I
don't
get
that
to
a
little
bit
which
again
went
back
to
addressing
the
uncertainties.
What's
going
to
happen,
we
did
maintain.
We
were
in
close
contact
with
the
governor's
staff
from
day,
one
based
on
being
named
an
essential
business
operation
as
to
what
capabilities
they
believed.
And
of
course
our
commission
believed
was
important
and
those
were
traffic,
maintenance,
operation
response
and
emergencies.
Our
traffic
management
center
operations
not
only
support
the
district,
but
to
support
emergency
responders
across
the
entire
spectrum
in
in
their
work.
H
During
this
time
frame,
we
also
maintained
our
commuter
ride
operations.
We
scale
that
back
dramatically,
based
on
the
governor's
orders,
but
the
same
token,
we
were
able
to
support
those
essential
businesses,
emergency
responders,
hospitals,
gown
and
mountain
home
air
force
base.
When
it
came
down
to
moving
people,
it
was
incredibly
successful
and,
of
course,
we
had
to
maintain
all
operations
when
it
came
to
environmental
and
permit
activities.
H
H
So
what
we
did
is
start
setting
up
rotational
operations
and
asking
our
team
members,
our
deputy
directors
across
the
board
to
start
prioritizing
who,
what,
where
needed
to
be
where
who
and
what,
at
specific
times,
while
maximizing
the
protection
of
our
team
members
and,
at
the
same
time
maximizing
our
journey
into
work
from
home
for
an
operation,
as
you
can
imagine,
as
I'm
sure
you've
dealt
with
here
for
a
highway
district
with
responsibilities.
We
have.
H
H
H
In
other
words,
we
stood
up
our
rotational
and
work
at
home
operations
and
such,
but
we
also
began
planning
for
our
reconstitution
because
at
some
point
in
time
this
was
going
to
take
the
next
steps
toward
back
to
what
I
call
the
new
abnormal
mode
of
operations.
So
we
didn't
want
to
be
caught
short.
H
So
what
the
team
did
is
we're
standing
up
operations
on
this
transformation
of
how
achd
does
operations.
We
also
started
planning
operations
for
how
do
we
recover?
How
do
we
bring
back
the
operation
to
quote
full
force?
We
deferred
non-emergency
operations
immediately
and
I'll
talk
a
little
bit
about
this,
and
I
have
a
handout
that
I
can
leave
with
you.
That
shows
the
specifics
of
what
our
maintenance
operations
did.
H
We
then,
as
we
were,
instituting
our
reconstitution
actions
to
bring
back
to
normal.
That's
the
immediate,
the
plus
one
was.
How
do
we
prepare
now
for
what
we
thought
would
be
another
in
the
future,
another
two
months
worth
of
operations,
so
we
started
to
build
a
reserve
kit
that
included
a
60-day
reserve
supply
of
ppe
sanitation
equipment,
I.t
equipment
that
has
been
put
aside.
It's
locked
up
so
that
if
this
reoccurs
again,
we
don't
have
to
stand
in
line.
H
We
have
the
equipment
and
we
have
the
support
for
our
team
members
so
that
we
can
continue
our
operations
without
impacting
the
emergency
responders
or
impacting
supplies
and
stuff.
That
would
go
to
another
round
of
this
which
the
experts
say
will
probably
be
looking
at
again
next
slide.
So
we
are
this
close
to
completing
that
list.
Yeah.
H
Those
are
the
supplies.
Of
course
it
doesn't
include
the
it
equipment
cell
phones.
Tv
excuse
me
laptops,
that's
the
thing
in
excess
of
what
we
have
now,
but
we
charge
maintenance
to
make
this
work.
We
will
be
complete
by
the
end
of
this
week
and
these
supplies
that
succeeded
supply.
H
As
I
said
earlier,
they're
put
aside
that
they're
not
utilized
they're
there
in
case
another
emergency
occurs,
which
we
believe
it
will
so
that
we
can
continue
operations
without
having
to
stand
down
or
what
have
having
to
impact
the
different
hospital
supplies
that
everybody
else
is
using
next
slide,
so
team
strategy
across
the
board.
We
thought
this
was
very
very
important.
H
First
thing
we
had
to
do
is
maintain
our
team
member
confidence
in
the
organizations,
and
so
with
the
great
support
of
our
commission,
the
we
instituted
a
there
will
be
no
break
and
pay
period
dot.
We've
got
this
covered.
We
will
make
sure
that
we
have
operations
going
forward
so
that
it
builds
that
confidence
of
our
team
members
that
were
for
health
reasons,
work
at
home
reasons,
family
members
susceptible
we
covered
them
to
make
sure
they
knew
that
they
shouldn't
have
to
worry
about
bills.
H
From
our
perspective,
we
also
maximized
our
business
partner
operations,
just
a
quick
example,
our
cleaning
crews
that
come
into
the
district
every
night.
They
were
very
concerned
that
we
were
going
to
based
on
the
only
person
in
the
building
is
the
director
and
two
other
folks
that
we
would
be
limiting
their
access.
As
a
matter
of
fact,
we
increased
it.
We
asked
him
to
do
enhanced
sanitation
or
sanitizing
in
all
of
our
buildings
on
a
daily
basis.
What
did
that?
Do
that
kept
paychecks
going
to
their
families
and
supported
them?
H
Continue
to
push
forward
to
make
sure
those
projects
were
not
deferred,
and
so
we
could
continue
to
keep
that
cash
flow
going
from
the
district
back
into
the
community,
so
that
we
thought
we'd
be
helping
regarding
the
unemployment
issues
here
and
so
far
it's
worked
out
fairly
well
and
such,
and
we
haven't
seen
any
huge
pushbacks
on
that
at
all
in
the
in
the
very
initial
phases
that
first
month
or
so,
it
was
very
important
for
me
and
for
the
commission
to
have
a
daily
update
from
me
to
all
the
crew
members
across
the
board
to
let
them
know
the
good,
bad
and
ugly.
H
There
were
no
hidden
agendas
whatsoever
we
laid
out,
or
I
laid
out
exactly
where
we
were
what
the
operations
were,
what
we
would
be
looking
at
in
the
next
couple
weeks
days
or
whatever
to
again
build
that
confidence,
so
that
we
have
that
aspect
of
the
team,
maybe
at
home,
but
still
part
of
the
team,
and
so
one
of
the
things
that
our
great
communications
team
did-
and
I
brought
this
display
for
all
of
you
here-
was-
do
a
mural
of
all
of
the
team
members
that
are
working
from
home
and
these
are
displayed
in
all
of
our
buildings.
H
Right
on
that
aspect
of
you
may
not
be
here,
but
you're
really
still
here
when
it's
all
said
and
done,
and
there's
a
lot
of
great
pictures
of
some
interesting
work
at
home
scenarios
and
such
that
we
wanted
to
make
sure
that
we
continue
to
circulate
amongst
all
of
the
370
team
members
at
ach.
Let
them
know
that
you
know
they're
all
part
of
the
group.
H
Well,
I
said
we
we,
we
ensured
full
compliance
with
the
family
first
and
cares
act
across
the
board
and
such
which
is
always
a
challenge
and
such
as
we
as
we
work
forward
on
operations.
We
then
establish
a
an
interesting
quarantine
strategy
again
assuring
the
safety
of
our
team
members.
The
cdc
and
other
organizations
are
recommended.
If
someone
does
a
test
positive,
you
quarantine
them
or
you
ask
them
a
quarantine.
We
said
that
would
be
good,
plus
one
going
back
to
our
immediate
plus
one
strategy.
H
So
what
we
have
established
at
the
district
is
that
if
we
had
a
member
and
we've
had
very
few,
that
was
diagnosed
as
a
positive
test
on
for
covert
19,
we
not
only
quarantined
them.
We
then
quarantined
as
a
precautionary
issue,
the
members
that
they
had
been
in
contact
with.
So,
as
you
can
imagine
from
an
operational
perspective
that
could
become
devastating.
H
So
what
we
did
is
we
broke
the
teams
up
to
do
that
rotational
aspect,
so
no
full
team
was
ever
in
the
same
vicinity
of
the
other
part
of
that
team
during
again
rotational
operations.
I'll
one
of
the
examples
I'll
give
is
our
is
our
traffic
maintenance
team.
H
But
at
that
point
we
continue
to
minimize
the
impact
that
an
unfortunate
individual
might
have
regarding
a
covet
19
positive
test
on
the
rest
of
the
operation.
It
is
a
little
bit
frustrating
at
times.
It
is
a
challenge
when
it
comes
to
a
leadership
and
then
execution
strategy,
but
having
invested
in
the
work
at
home,
operation
and
the
telecommuting
operation,
we
haven't
really
seen
that
much
of
an
impact
other
than
our
members
are
somewhat
upset
that
they
have
to
go
home
as
a
precautionary
matter.
H
We
recommend,
based
on
cdc
requirements
or
recommendations
that
go
get
a
test.
You
come
back
negative,
you're
more
than
happy
to
come
back,
but
again
precautionary
wise.
H
We
want
to
make
sure
that
we
don't
have
an
operation
which
shuts
down
all
of
the
ada
county
highway
district
if
we
could
have
prevented
it
by
just
taking
that
extra,
a
conservative
step
when
it
comes
down
to
this
pandemic
next
slide,
please
impacts,
as
I'm
sure
I
I
heard
the
boos
and
hisses
from
all
the
cities
that
we
weren't
doing
chip
sealing
this
year
and
such
that
was
a
difficult
decision,
but
it
was
the
right
decision
and
I'm
glad
we
made
it
because
we
would
be
in
the
middle
of
this
right
now
which
we
could
not
have
sustained
when
it
came
down
to
all
of
the
recommendations,
requirements
and
the
safety
issues
that
have
gone
through
all
cities
at
this
point
in
time.
H
What
that
did
provide
us,
though,
is
an
opportunity
to
go
back
and
start
addressing
the
projects
that
have
been
that
we
that
have
been
in
arrears,
based
on
all
the
other
things
we
have
to
have
been
doing
so
you're.
Seeing
a
huge
push
through
all
of
ada
county
right
now
on
on
sidewalk
type
operations
fixing
different
things
across
across
the
district.
H
We
have
an
opportunity
now,
since
our
paint
teams
are
not
tied
to
our
chip
seal
teams
to
go
out
and
do
enhanced
crosswalk
school
zone
restriping
those
sort
of
things
and
again
we
have
a
full
push
on
the
maintenance
backlog.
I
did
bring
this
the
this
presentation
that
we
gave
the
commission
a
couple
weeks
ago
on
exactly
what
our
maintainers
are
going
to
be
doing
for
the
rest
of
the
season
here
and
I'll
leave
these
here.
I
H
In
front
of
us
to
wipe
out
that
backlog
of
smaller
projects-
and
I
think
we're
going
to
get
there
on
that-
so
that's
the
that's
the
trade
off
we
did
lose
on.
Sometimes
some
temporary
appointments
through
our
temporary
help
agency.
We
brought
a
lot
of
those
back
and
we
did
unfortunately,
at
some
point
have
to
kind
of
curtail
our
intern
program
and
such
which
we
have
brought
back
and
says.
H
We
have
a
very
robust
intern
program
at
dada
county
highway
district,
and
these
were
calls
that
we
made
in
the
best
interest
of
everybody's
safety
across
the
board.
One
of
the
impacts
again
is
we've
established
new
pre
and
post
safety
inspection
requirements
for
all
vehicle
operations,
vehicles
or
sanitized
prior
vehicles
are
sanitized
after
utilization
on
a
daily
basis.
H
There
are
new
safety
protocols
that
each
other
team
members
go
through
before
they
step
into
the
vehicle,
both
from
a
mechanical
side
and
from
an
operational
side,
and
this
adds
a
little
bit
of
time.
But
the
same
token,
it's
that
conservative
approach
to
best
ensure
that
we're
doing
everything
we
can
to
support
ada
county
and
the
state
and,
of
course,
safety
for
our
people,
and
then
we
have
required
new
standard
operating
procedures
for
team
meetings,
both
on-site
and
via
zoom.
H
I
mean
it's
replicated
right
here
in
in
city
hall,
but
safety
meetings
are
a
little
different
right
now.
Pre-Departure
meetings
are
a
little
different
right
now
and
the
focus
is
on
how
are
we
being
smart
in
all
operations
and,
of
course,
safe
for
our
folks
across
the
board?
H
Next
slide,
please
just
a
couple
things:
we've
done
internally,
the
if
you
when
you
come
back
to
the
building
you'll
notice,
it's
changed
a
little
bit,
there's
a
little
bit
of
corridor
operation
and
safety
operations
that
we've
installed
again
to
ensure
the
safety
of
all
of
the
of
the
public
and
our
team
members.
Next
slide,
we
as
you
have
here.
We
have
glass
partitions
everywhere
and
such
I
think
we
cornered
the
market
on
on
plexiglas
next
line
for
our
commissioners.
H
We've
established
these
plexiglas
dividers
and
such
again,
taking
that
extra
step
to
ensure
their
safety
when
they
are
in
session.
They
are
not
in
session
now
other
than
zoom
and
such
next
slide
and,
of
course,
we
have
a
lot
of
these
on
all
the
conference
tables
and
such
so
sometimes
you're
like
a
gerbil
in
a
cage,
but
but
it
works
next
slide.
Please
operational
impacts.
H
A
D
D
Madam
mayor,
madam
mayor,
madam
president,
I
would
just
like
to
take
this
opportunity
quickly,
on
behalf
of
the
commission,
to
publicly
recognize
and
thank
director
wong
for
his
exceptional
leadership.
Through
this
uncharted
time,
he
and
the
entire
achd
team
have
really
done
an
extraordinary
job,
with
seamless
pivots
from
phase
to
phase
and
he's
right
from
day
one.
They
were
ready
to
go,
pulled
the
pin
and
have
just
not
missed
a
beat
since
then.
D
So
I
just
wanted
to
thank
him
on
behalf
of
the
commission
and
give
him
a
little
bit
of
recognition
today.
So
thank
you.
G
I
think
I'm
okay
to
take
this
off,
so
we
can
hear
what
I'm
saying
for
a
second,
let's
see,
let
me
get
this.
G
So
yes,
so
good
morning,
I'm
mallory
wilson,
I'm
the
city's
new
emergency
manager.
We
have
instituted
an
emergency
management
program
here
in
the
city
fairly
recently,
so
this
has
been
an
interesting
time
for,
as
everyone
has
said,
but
I
think
especially
for
for
myself
being
being
new
to
the
city
and
new
to
a
pandemic.
So
I'm
just
gonna
do
a
real
high
level
overview
of
kind
of
where
we've
been
as
a
city.
G
G
I
think
it
has
been
exceptional
the
way
that
people
across
the
city
have
stepped
up
to
work
together
on
this
to
figure
out
planning,
especially
as
we
kind
of
talk
about
kind
of
this
initial
go
at
kind
of
some
of
our
operational
response
planning.
Unfortunately,
we
didn't
have
a
continuity
of
operations
plan
in
place.
G
I
think,
for
the
future
to
continue
in
that
continuity
of
operations
planning
so
that
we
are
ready.
If,
if
and
when
another
event
that
impacts
the
city
in
this
way
happens.
So
what
we
did
kind
of
early
on
as
we
were
looking
and
seeing
that
covid
was,
was
definitely
going
to
be
in
our
community
and
impacting
our
city
and
our
city's
service
delivery
is
that
we
looked
at
determining
what
those
essential
service
delivery
areas
were.
G
You
know
what
did
we
need
to
be
able
to
continue
to
provide
services
to
this
to
the
citizens
of
the
city
and
what
could
maybe
be
deferred
or
looked
at
and
delivered
a
different
way,
so
each
department
kind
of
determined
those
essential
services
or
essential
functions
if
you
will
and
split
them
into
three
tiers,
some
must
do
some
should
do's
and
some
probably
can
be
delayed
things,
so
that
was
kind
of
the
initial
cycle
that
we
went
through
is
looking
at
what
what
do
we
need
to
be
doing,
and
that
was
kind
of
in
early
march
before
we
had
even
seen
our
first
case
here
in
the
area
from
there
we
kind
of
looked
at,
and
so
I'll
say
that
those
kind
of
services
essential
services
were
determined,
you
know,
did
it
have
an
impact
on
public
safety?
G
G
From
there
we
kind
of
assessed,
is
it
something
that
could
be
delivered
remotely
or
is
it
something
that
needed
to
be
in
person
and
what
precautions
would
need
to
be
taken?
If
that
was
the
case
and
then
kind
of
those
wrap
around
support
requirements
to
to
support
both
those
ones
that
were
in
person
and
remote?
I
will
say
it
was
very
beneficial
that
our
it
department
had
rolled
out
microsoft
teams
just
a
little
bit
prior
to
this
incident.
So
we
were.
G
You
know,
there's
a
couple
of
things
that
had
to
kind
of
remain
in
person,
some
of
the
field
field
staff
and
obviously
our
public
safety
personnel
were
still
kind
of
out
in
the
community
doing
their
job.
But
but
other
than
that,
most
of
the
city
services
that
needed
to
continue
were
were
able
to
go
remote
within
that
that
kind
of
two-week
time
frame,
and
so
you
can
see
there's
a
little
bit
of
a
a
timeline
here.
G
Wendy
with
our
innovation
and
performance
team,
put
together
a
couple
timelines
that
I
think,
are
a
really
great
kind
of
graphics,
just
to
kind
of
show
almost
how
quickly
we
moved
through
some
of
this
stuff.
Initially,
we
had
kind
of
put
our
closure
planning
into
three
phases,
but
then,
as
we
saw
cases
come
into
the
community
and
come
in,
you
know
what
we
thought
was
rather
quickly.
At
the
beginning,
we
kind
of
sped
through
our
our
closure
planning
to
get
everyone
kind
of
demobilized
from
in-person
operations
to
those
remote
operations.
G
And
so
then,
on
the
and
we'll
get
into
some
of
the
other
aspects
of
a
response
but
kind
of
along
this
frame.
You
know
along
these
lines
when
we
saw
the
cases
decline
and
we
were
looking
at
what
reopening
was
going
to
look
like
you
know,
we
looked
at
what
the
white
house
had
put
out.
We
looked
at
what
the
state
had
put
out.
G
We
looked
at
kind
of
our
needs
and
decided
that
we
were
going
to
align
ourselves
with
the
state's
idaho
rebounds
that
four
stage
plan
that
the
governor
put
out
kind
of
both
for
internally
within
our
departments.
You
know
as
city
services.
How
are
we
going
to
return
to
work
and
also
externally,
as
far
as
the
service
delivery,
that
we
are
providing
to
the
citizens
and
so
both
of
those
frameworks?
G
G
We
also
have
put
in
reserve
a
stockpile
of
some
of
our
ppe
and
cleaning
supplies
kind
of,
as
you
mentioned
director
wong,
that
if
you
know,
if
we
do
see,
supply
chains
be
impacted
in
the
future,
we
have
a
bit
of
a
reserve
to
be
able
to
continue
our
operations
based
on
the
stage
that
we
are
in,
given
that
that
it's
hard
to
procure
stuff,
and
so
with
that,
we,
you
know,
we
moved
through
the
stages
kind
of
in
line
with
what
the
state
did
and
now
are
obviously
back
with
stage
three
like
operations
in
line
with
what
central
district
health
has
done.
G
That's
a
little
review
of
some
of
the
policy
actions
just
so
that
we
can
all
kind
of
remember
what
we've
gone
through
here
march.
17Th
was
when
we
declared
did
the
official
disaster
emergency
declaration.
G
I
believe
the
first
case
we
had
in
the
county,
I
think,
was
maybe
on
the
13th,
because
I
remember
it
was
a
friday,
the
13th,
which
seemed
a
little
foreboding
and
then
since
then,
we've
had.
I
think
we
are
up
to.
I
think
legal
and
probably
helped
put
emergency
order.
20
10
20
every
10-
something
like
that.
G
I
think
it's
ten
of
them,
but
so
mayor
mclean
took
the
the
forward,
leaning
steps
early
on
to
close
bars
and
restaurants
and
put
a
social
distancing
order
in
place
a
little
bit
ahead
of
the
governor's
orders
and
then
from
there.
Our
public
health
order,
emergency
authorities,
kind
of
aligned,
with
the
the
stages
of
the
governor's
reopening,
always
kind
of
having
a
couple
of
initial
requirements
for
those
business
protocols,
social
distancing,
group
sizes
and
some
of
the
stuff
at
the
airport.
G
Just
being
a
little
bit
more
strict
requirement
over
the
recommendation
that
had
been
in
some
of
the
governor's
orders
and
then
obviously,
most
recently,
we
have
the
the
facial
covering
requirement
that
is
in
place
right
now.
G
As
far
as
our
external
programs
go,
I'm
sure
everyone
has
seen
the
homelessness
response
that
that
team
put
together
a
really
great
plan
working
with
the
the
shelters
I'm
in
that
community
to
to
ensure
the
safety
of
that
population
to
include
being
able
to
isolate
and
quarantine.
Folks
at
the
cottonwood
hotel,
we
have
our
city
emergency
operations
center
in
kind
of
a
spun
up
role,
mainly
we
work
with
interfacing
with
the
county's
emergency
operations
center
and
that
their
emergency
management
function.
There.
G
Economic
recovery
we'll
hear
from
sean
later,
I'm
really
looking
at
working
with
the
business
community
and
making
sure
that
we're
doing
what
we
can
there:
community
health,
our
public
messaging
and
communications,
making
sure
we're
we're
sharing.
You
know
amplifying
the
good
stuff
that's
been
happening
during
this,
getting
the
appropriate
messaging
out,
so
those
four
kind
of
our
our
external
facing
work
streams.
If
you
will,
then
we
had
a
couple
of
internal
stuff
too
to
make
sure
again
that
as
a
city
internally,
we
were
responding
appropriately.
G
So
looking
at
staffing
redeployment
when
we
went
through
that
kind
of
coupe
sprint,
some
service
delivery
wasn't
an
essential
service,
and
so
we
had
some
staff
that
maybe
didn't
have
a
full
workload
or
weren't
able
to
do
their
normal
job.
So
we
looked
internally
at
how
we
could
redeploy
staff
to
assist
in
areas
that
needed
it
that
were
ramped
up
because
of
covid
organizational
health.
G
You
know
making
sure
that
our
employees
were
feeling
connected
to
the
community
connected
to
the
city
connected
to
their
work
teams
and
making
sure
that
everyone
was
healthy
as
a
city
you
know,
and
as
employees
not
just
doing
the
work,
but
personally
making
sure
that
everyone
is
okay,
organizational
recovery,
kind
of
speaks
back
to
those
frameworks
we
talked
about
and
that
kyle
put
together
those
amazing
reopening
and
closure
plans,
and
so
that
organizational
recovery
is
kind
of
that
walking
through
those
stage
plans
and
making
sure
that
we
are
in
alignment
with
the
governor's
plans
with
what
central
district
health
has
put
out
and
that
making
sure
internally
that
each
stage
looks
as
consistent
across
the
departments
as
they
can
for
the
service
delivery
areas.
G
G
So
moving
on
to
kind
of
where
we
currently
are
a
lot
of
those
work.
Streams
have
actually
transitioned
back
to
kind
of
their
normal
operational
day-to-day
functions.
There
was
a
lot
of
initial
planning
and
coordination
to
get
things
spun
up,
but
as
we
stabilized
a
little
bit,
while
our
cases
were
lower,
we're
able
to
to
get
that
stabilized
and
move
it
kind
of
back
to
back
to
a
normal
normal
function.
G
Our
external
coordination
with
various
partners
with
the
county
emergency
management
office
continues
and
again
that
organizational
recovery,
if
we
do
have
to
see
any
more
regression
in
stages
or
additional
closures,
or
as
we
move
back
into
reopening,
we
want
to
make
sure
that
we're
still
doing
that
in
a
coordinated
manner
across
the
city.
We
also
obviously
are
looking
at
some
contingency
planning
for
the
future.
What
haven't
we
thought
of
if
we
continue
to
see
increases
if
we
see
outbreaks
in
certain
areas?
What
is
the
city?
G
You
know
in
into
the
wastewater,
maybe
even
before
you
start
to
sow
symptoms,
and
so,
if
you
can
see
that
data
ahead
of
time,
you
can
potentially
predict
some
changes
in
trends,
and
so
it's
still
new
and
we're
still
kind
of
getting
the
early
data
from
it.
And
so
we
haven't
we've
been
sharing
the
data
with
central
district
health
and
been
using
it,
but
it's
just
one
piece
of
this
larger
picture,
but
it
is
definitely
a
really
an
interesting
look
at
where
we
are
in
the
community
as
far
as
covet
incidents.
G
G
You
know
economically
disadvantaged
might
not
be
able
to
procure
a
cloth
mask
otherwise,
so
so
that
team
will
be
working
with
with
surely
our
community
partnerships
team
to
try
to
connect
some
resources
to
those
in
need.
So
with
that
that
was
all
I
had.
I
didn't
know
if
there's
any
questions
or
if
there's
anything
mayor
or
council
president
wanted
to
add.
A
That's
been
done
by
our
team
by
the
city
council,
who
have
been
great
partners
in
the
policy
making
and
while
we've
got
tough
days
ahead,
I'm
optimistic
because
we
have
such
a
great
team.
That's
shown
how
to
juggle
it
all
at
once
and
do
what
we
need
to
do
for
the
community.
Thank
you.
F
Madam
mayor,
if
I
could
just
say
one
thing,
I'd
say
this
mallory
left
out,
or
she
talked
so
briefly
about
the
part
of
the
city
staff
stepping
up
to
address
the
needs
in
the
community.
A
A
All
right
with
that,
why
don't
we
move
to
the
next
item
and
we'll
have
sean
keithley
and
mark
lavin
are
joining
us
to
talk
about
small
business
expansion
and
support
and
director
and
members
of
the
achd
commission?
You
know:
we've
talked
together
about
the
importance
of
supporting
businesses
as
we
as
they
reopen,
as
we
hope.
J
Oh,
no,
no!
That's
fine!
I
thought,
maybe
it's
more
appropriate
to
have
a
couple
of
comments
by
commissioners
and
council
members
at
each
item
rather
than
way
to
the
end.
J
I
just
wanted
to
build
on
council
member
clegg's
comments
acknowledge
the
tremendous
work
the
staff
of
both
agencies
have
done,
but
we,
as
policy
makers,
have
been
given
something
that
I
would
consider
both
a
challenge
and
a
blessing
in
disguise,
and
that
is
we
have
tremendous
inequities
in
our
country
and
even
in
our
community,
and
this
pandemic
has
exposed
those.
J
There
are
inequities
of
health,
inequities
of
transportation
and
access
to
transportation,
economic
inequities
and
I
think
the
challenge
as
policy
makers.
It's
not
our
staff.
It's
going
to
do
it's
us
as
policy
makers.
What
are
we
going
to
do
about
that?
Are
we
going
to
just
let
the
the
the
curtain
close
again
and
proceed
as
usual,
or
will
we
change
and
make
some
really
hard
decisions?
J
And
I
think
those
hard
conversation,
hard
decisions
need
to
be
made.
I
think
there's
an
opportunity
to
do
this,
one-on-one
with
other
leaders
in
the
community
and
and
not
just
go
back
to
normal
as
it
were
and
pretend
like
those
inequities
which
we
are
seeing,
which
those
with
those
of
us
with
a
lot
of
privilege
can
see
a
little
bit
more
than
we
have
perhaps
in
the
past.
And
so
I
would
challenge
us
to
use
this
time
to
to
develop
some
policy
changes
to
address
those.
K
Madam
mayor
go
ahead.
Thank
you,
madam
mayor.
I
just
want
to
amplify
what
commissioner
hanson
has
stated.
K
I
believe
that
we
are
we're
in
a
moment
of
profound
opportunity,
even
though
it's
a
great
great
challenge
with
with
what
covet
19
has
brought
upon,
not
just
our
city
and
county,
but
the
world
as
we
see-
and
I
I
agree
with
with
commissioner
hanson-
that
now
that
there's
no
denying
the
inequities
that
exist
in
in
our
community
and
how
some
people
have
already
been
living
in
crisis.
This
just
adds
insult
to
injury,
and
I
myself
am
committed
to
that.
K
I
know
that
the
city
of
boise
is
committed
to
that
and
always
thinking
ways
to
improve
while
we're
thanking
people.
I
would
like
to
thank
the
idaho
statesman
early
on
in
this
pandemic.
K
As
we
know,
as
we've
learned,
there
are
certain
segments
of
our
population
that
are
more
vulnerable
to
the
effects
of
covet
19
and
the
fact
that
we
do
have
people
in
our
community
who,
immediately
from
the
very
beginning,
made
sure
that
populations
like
that
that
that
community
had
the
information
that
they
needed
to
come
out
on
top
at
the
end
of
this
pandemic.
K
E
Yes
thanks,
hey,
I'm
gonna
have
to
leave,
but
we
this
morning
got
an
email
and
I
don't
know
if
you
got
a
copy
of
it
from
dave
crick
regarding
sidewalk
cafe,
expansion
proposals-
I
don't
know
if
you're
gonna
be
getting
to
this
later
or
but
it
is
related
to
covid.
So
I
mean
it
makes
sense
to
just
bring
it
up
now
I
I'm
gonna.
Have
our
director
forwarded
on
to
you?
I
think
it's.
A
A
As
a
as
a
city,
council
and
administration,
we
passed
a
resolution
encouraging
as
many
efforts
as
possible
to
support
small
businesses
as
they
reopened
recognizing
even
before
we
saw
the
surge
here,
how
important
it
was
to
have
open
spaces
and
create
additional
space
for
businesses
in
order
to
reopen
and
stay
open.
And
so,
while
we've
been
able
to
do
this
on
8th
street
in
a
partnership
with
the
businesses
there,
our
staff
has
been
receiving
applications
from
businesses
around
the
city.
That
would
like
support,
and
I
know
that
the
commission
has
some
preferred
alternatives.
L
Okay,
thank
you
mayor
for
the
introduction
of
some
of
the
sailing
issues
there.
Thank
you,
members
of
the
boise
city,
council
and
ada
county
highway
district
commissioners.
Thank
you,
director,
wong,
as
well
for
your
excellent
presentation
and
thank
you
for
your
partnership.
I'm
just
going
to
open
up
our
slideshow.
A
L
Okay,
I'm
gonna
kick
things
off
here.
Oh
sorry,.
L
So
brief
overview
of
the
issue
at
hand.
The
idaho
rebounds
protocols
for
reopening,
as
adopted
by
the
boise
city
council
and
through
our
various
orders,
has
allowed
certain
eating
and
drinking
establishments
to
operate
if
certain
measures
are
taken
to
mitigate
the
spread
of
covet
19-
and
these
include,
but
certainly
aren't
limited
to
submission
of
a
plan
for
reopening
to
the
local
public
health
district
establishment
of
certain
protocols
to
maintain
physical
distancing
of
at
least
six
feet.
Limiting
interaction
between
patrons
and
staff
and
a
host
of
other
protocols.
L
So,
while
businesses
have
been
doing
their
best
to
implement
these
protocols
and
and
protecting
public
health
and
and
acting
as
responsible
business
owners,
the
simple
math
of
the
six
foot
separation
in
between
patrons
has
has
significantly
reduced
seating
capacity
for
most
establishments.
So
this
physical
distancing
well
a
great
thing
and
while,
while
accomplishing
what
we,
what
we
need
to
do
to
eliminate
the
spread
of
kova
19.
L
L
So
potential
solutions
that
that
came
about
as
a
result
of
this
objective
that
was
spelled
out
in
the
resolution
included,
included
the
expansion
of
seating
into
the
public
right-of-way.
And
this.
This
includes
a
number
of
different
scenarios
that
that
director
mark
lavin
will
explore
in
a
moment.
L
But
a
few
of
them
include
expansion
of
the
the
furnishings
zone
for
sidewalk
cafes
expansion
into
on-street
parking
lanes
commonly
known
as
parklets
or
closure
of
travel
lanes,
which
might
involve
the
closure
of
a
portion
of
a
street
to
enable
expansion
of
outdoor
space.
L
A
second
element
of
this
of
this
expansion
includes
the
expansion
of
patio
areas
into
into
adjacent
private
open
space
such
as
plazas
or
surface
parking.
Lots
today
we'll
be
focusing
on
the
right-of-way
component
more
than
the
private
open
space
opportunity.
But
we
wanted
to
highlight
that
as
well
as
another
way
to
accomplish
a
school.
L
So,
in
light
of
the
of
the
resolution
that
was
passed
by
city
council
and
the
opportunity
that
was
presented
for
businesses
to
expand
to
date,
the
downtown
boise
association,
which
supported
the
efforts
of
the
city
in
conducting
fairly
extensive
outreach
to
the
business
community
to
solicit
proposals
for
outdoor
patio
expansion,
we've
received
upwards
of
90
separate
proposals
for
from
businesses
for
expansion
in
the
public
right
of
way,
and
this
map
just
denotes
roughly,
where
some
of
these
locations
are
which
involve
a
number
of
different
scenarios,
including
all
three
of
the
scenarios
that
I
mentioned
earlier
and
director
lavin
will
provide
a
little
bit
more
detail
on
what
some
of
these
scenarios
look
like
and
and
ways
that
the
city
can
help
work
with
our
partners
and
leverage
those
partnerships
to
accomplish
the
goals
of
using
potentially
using
this
public
right
away
to
support
expanded
space.
L
N
So
first
option
really
is
the
easiest:
the
longitudinal
expansion,
you
know,
keeping
sidewalks
open,
no
impact
on
parking
and
but
may
require
some
businesses
to
work
with
neighbors
if
they
elongate
a
patio
seating
area
in
front
of
an
adjacent
business.
N
The
second
option-
sean
referred
to
this
a
little
bit
earlier-
is
a
parklet
expansion
which
you
so
you
have
the
patio,
seating
sidewalk
and
then
an
adjacent
parking
stall
or
two
you
can
have
additional
seating.
It
does
reduce
your
on-street
parking
capacity.
However,
it
does
keep
your
sidewalk
open
in
ada
compliance,
which
is
good
there
generally.
There
may
be
no
impact
on
travel
lanes,
but
that
needs
to
be
worked
out
with
achd
the
the.
N
Issue
here
really
is
the
open
container
and
you
know
compliance
with
alcoholic
beverage
laws,
but
it
still
remains
an
option,
something
that
we
need
to
work
through
third
option
and
you'll
you'll
see
this
on
eighth
street
is
the
sidewalk
expansion.
N
N
You
know
it's
used
to
be
a
detour
there.
There
should
not
there.
There
may
be
some
slight
impact
on
travel
lanes
depending
on
buffering
of
the
lane,
but
it
does
you
know
the
challenges
here.
Is
you
can
create
a
little
bit
of
a
mismatch
on
sidewalks
and
coverage
and
it
can.
It
can
be
a
little
circuitous
in
that
regard,
but
again
there
are
going
to
be
opportunities
where
it
can
be
clean
and
then
the
fourth
option
we
have
is
just
a
partial
or
full
street
closure.
N
M
Oh
well,
I'm
sorry
this
is
commissioner
arnold.
I
had
some
technical
difficulties
this
morning,
so
I
was
unable
to
sign
in
on
my
ipad,
so
I
had
to
call
in
and
I'm
going
to
have
to
leave
the
meeting
in
about
five
minutes,
but
I
I
wanted
to
say
thank
you
to
director
lavin
for
the
for
the
presentation.
M
I
I
totally
agree
that
it's
very
important
to
provide
support
for
our
businesses.
The
one
concern
I
have
caveat
is
that
we
have
to
assure
that
we
comply
with
the
americans
with
disabilities
act
and
we
have
to
assure
that
those
who
have
disabilities
are
able
to
have
access
into
and
through
those
areas.
So
I
mean
that's
the
one
thing
I
would
would
say.
Please
keep
that
in
mind
as
we
go
forward
with
this.
A
O
I
just
want
to
interject
here
some
of
the
same
concerns,
but
also
concern
that
I
have
that
that,
for
reasons
of
confusion
between
the
authorities
of
the
various
agencies,
city
and
achd,
that
that
there's
so,
there
seems
to
be
so
many
of
the
small
business,
in
particular
the
restaurants
and
bars
that
that
don't
know
who
can
grant
them
this
kind
of
waiver,
and
so
anything
I
would
I
would
offer-
and
I
don't
think
anyone
will
argue
it
from
from
our
end
anything
we
can
do
to
help
provide
information
and
direction
we're
sending
people
to
the
city
when
they
contact
us.
O
But
as
far
as
I'm
concerned
minus
the
ada
aspects,
I
think
we
ought
to
be
doing
everything
we
possibly
can
to
accommodate
these
various
scenarios
that
have
just
been
outlined.
Thank
you.
I
Hi
I
in
looking
at
these
three
scenarios-
I
I
certainly
support
one
of
them.
I
just
want
to
ensure
that
their
success
in
achieving
this
objective,
the
the
concern
I
had
with
you
and
three
was
just
whether
we're
putting
folks
eating
out
into
the
this
the
street
or
sending
pedestrians
out
into
the
street.
I
They
both
seem
like
safety
concerns
to
me,
even
though
it's
it's
where
a
car
would
normally
park,
and
so
I
I
that
that's
just
my
overarching
concern
with
two
and
three,
and
maybe
I
I'm
missing
something,
but
I
really
want
to
see
at
least
one
of
these
be
successful.
So
thanks
for
the
hard
work
on
this.
N
I'm
madam
mayor
councilmember
thompson-
that
is
something
that
we
would
be
working
with.
Achd
on
is,
is
if
you
did
a
part
as
an
example
you
there
might
be
some
required
lane
buffering
in
order
to
ensure
that
safety
there
would
be
barriers
in
between
the
the
traveled
right
away
and
the
parklet
itself.
So
all
those
items
you
know
there's
a
process
that
we
need
to
go
through
and
ensure
that
safety,
but
that
that
is
paramount.
F
Madam
mayor,
yes
go
ahead,
thank
you,
councilmember
thompson
and
my
experience
at
idaho,
smart
growth.
We've
worked
on
parklets
now
for
the
last
five
years
and
we've
instituted
those
on
a
number
of
streets,
not
just
they
started
on
8th
street,
but
we've
we've
done
them.
Frankly,
all
over
the
downtown,
and
as
long
as
you
have
a
barrier
on
the
street
side,
we
haven't
encountered
any
issues
with
with
those
in
terms
of
safety.
I
know
this
is
more
permanent,
it's
longer
term,
but.
F
G
D
Okay,
I
just
wanted
to
thank
both
gentlemen
for
the
presentation
and
voice,
my
support
totally
for
helping
to
do
whatever
we
can
in
way
of
partnering
with
the
city
to
help
revitalize
these
businesses
that
have
been
hit
so
hard.
D
So
again,
for
the
reasons
stated,
I
support
everything,
that's
been
said
and
look
forward
to
making
something
happen
to
help
all
the
businesses.
So
thank
you.
A
Thanks
looks
like
somebody
on
a
phone
would
like
to
talk.
J
J
Oh
yes,
thank
you,
madam
mayor
and
president
may
I
I
would
strongly
encourage
us
to
move
these
quickly.
The
tendency
is
to
become
a
little
bureaucratic
and
then
the
season
goes
by.
J
J
We
rely
so
heavily
on
level
of
service,
which
is
the
convenience
of
a
driver
at
the
peak
hour,
and
that
we
get
a
little
bit
nervous
about
what
might
be
or
perceived
to
be
a
slowing
down
of
commute
during
the
peak
hour,
and
that
might
in
fact
cause
our
staffs
not
to
move
forward
on
some
on
some
of
these
90
requests,
because
we
might
have
a
couple
frustrated
commuters.
J
We
don't
use
economic
return
of
businesses
as
a
measure
to
counterbalance
this
level
of
service,
and
so
I
think
in
this
time
we
should
do
that.
We
should
counterbalance
that
with
the
success
of
the
businesses,
because
those
very
businesses,
if
they
can
stay
open,
they
can
succeed
and
have
a
you
know
healthy
patrons.
J
They
they
stay
in
business
and
they
pay
taxes
and
that's
what
we
rely
on.
So
I
think
it's
very
important.
We
learn
from
this
experience
to
use
the
tools,
the
measurements,
the
metrics
of
of
business,
return
against
the
level
of
service
which
we
are
so
reliant
on
at
our
agency.
You
know
it's
a
unique
circumstance
in
ada
county,
because
these
are
two
different
agencies
using
different
measurements.
J
So
I
would
really
encourage
our
staffs
if
there's
some
question,
to
bring
it
on
up
to
the
policy
level
and
not
to
dispose
of
a
lot
of
these
as
saying
well,
it's
just
going
to
be
too
impossible.
P
This
is
steve
price,
general
counsel
for
the
ada
county
highway
district.
I
just
wanted
to
remind
our
commission,
as
well
as
the
council
and
umada
mayor,
that
we
have
a
master
license
agreement
for
the
downtown
that
gives
the
city
the
authority
to
regulate
and
sub-license
facilities
within
the
public
rights
of
way,
and
the
downtown
area
has
been
expanded,
so
it
most
certainly
encompasses
the
area
of
the
90
businesses
that
applied.
Our
review
of
that
is
really
the
applicant
goes
to.
The
city
makes
a
request.
P
We
review
the
plan,
we
only
review
it
in
terms
of
traffic
safety
and
operation,
as
well
as
ada
and
compliance
with
other
laws.
So
the
city
has
more
control
of
you
know
the
the
functioning
of
the
sidewalks.
We
simply
just
do
a
simple
check
which
does
not
take
us
long.
The
purpose
of
the
agreement
was
to
reduce
the
amount
of
bureaucratic
layers
and
to
let
the
city
define
the
aesthetic
character
of
their
downtown
community.
P
So
I
just
wanted
to
remind
you
that
that
agreement's
been
in
place
for
several
years,
it's
been
expanded
to
parklets
sidewalk
cafes
as
well
as
valet
parking.
And
frankly,
I
can't
imagine
there
being
anything
else,
that's
that's
being
proposed
that
wouldn't
be
when
authorized
the
city
to
administer
that
program.
I
just
thought
I'd
bring
that
up.
A
F
So
a
couple
of
points,
I
guess,
if
we're
going
to
move
this
forward
council
price,
I
I
appreciate
that
you
brought
up
the
master
license
agreement.
I
guess,
from
my
perspective,
what
I'd
like
to
see-
and
this
is
in
response
to
commissioner
hanson's
request-
that
we
try
to
do
this
more
quickly.
F
Is
that
perhaps
the
commission
could
consider
a
resolution
similar
to
the
city
council's
resolution.
That
would
give
their
staff
permission
to
waive
some
of
these.
In
light
of
the
economic
crisis
that
we're
facing
in
the
covid
crisis
that
we're
facing
you
can
determine
what
to
put
in
there
in
hours
we
put
permits
and
licensing.
F
But
there
are
things
that
you
as
a
commission
could
give.
Your
could
empower
your
staff
to
do
more
easily
and
more
quickly,
if
you
would
be
willing
to
consider
that.
F
And
so,
if
there's
a
way
that,
within
that
master
license
agreement
or
within
the
resolution
that
you
write,
we
can
figure
out
a
process
by
which
the
city
can
just
bring
a
big
bundle
of
all
of
these,
and
then
we
can
work
on
them
one
by
one
once
we
get
that
approved
rather
than
bringing
them
one
at
a
time
and
having
to
to
do
that
approval
one
at
a
time.
I
think
that
would
slow
it
down
quite
a
bit
and
then.
F
Finally,
as
I
understand
it,
there
is
an
issue
with
the
alcohol
and
tobacco
bureau
about
open
containers.
If
we
use
the
parklip
model-
and
I
believe
it
would
be
helpful,
if
both
of
us
again
could
perhaps
pass
a
resolution
but
then
go
arm
and
arm
to
the
state
and
ask
for
them
to
temporarily
waive
that
only
when
these
very
special
conditions
are
met
and
our
staffs,
I
think,
have
worked
on
what
those
conditions
would
be.
A
I
think
it
would
be
very
powerful
for
us,
together
as
two
agencies,
to
approach
the
state
and
ask
for
partnership
in
very
strict
circumstances,
but
we
also
as
a
city,
would
have
to
look
at
some
things
around
open
container
and
that's
for
the
parklet
solution,
and
while
there
are
other
options,
I
think
there
are
quite
a
few
applicants
that
have
proposed
parklets
because
they
are
on
busier
streets
and
this
would
be
a
way
to
keep
the
streets
open
but
to
take
advantage
of
some
of
the
parking
spots
to
expand
their
areas.
A
So
I
don't
know
if
we
need
to
if
we
ought
to
take
action
on
that,
but
I'd
love.
We
can't
see
all
of
you,
but
I
do
think
it'd
be
great
from
the
council
side
of
things
to
just
get
a
sense
of
yes.
This
is
how
we
should
proceed,
and
then
I
don't
know
president
may,
if
you
want
to
ask
the
same
question
of
of
the
commission
just
so
that
we
can
be
sure
that
if
there
are
next
steps,
we
take
them
rather
quickly,
because
businesses
are
definitely
waiting.
D
C
D
Agree,
I
think,
madame
mayor,
that
I
I
believe
I
heard
a
consensus
among
the
commission
members.
I
know
a
couple
have
departed,
but
I'm
seeing
some
head
nods
here
that
we
could
move
forward
on
exploring
the
language
for
something
like
that.
Mr
prices
would
probably
fall
into
your
wheelhouse
to
explore
the
language
for
the
resolution,
but
I
would
like
to
see
us
move
forward
on
that.
So
we
can
expedite
something.
P
I
I'm
happy
to
go
ahead
with
the
resolution.
If,
if
the
city
could
send
me
the
language
from
that,
that
would
be
helpful
and
we'll
get
right
on
that.
J
A
President,
mr
price,
I'm
seeing
nods
from
our
staff
we'll
get
the
the
city
council
resolution
sent
to
over
to
achc,
and
then
I
would
ask
it
looks
like
there's
a
couple
people
that
want
to
talk.
But
I'd
also
ask
our
I'm
staff,
both
director
lavin
and
sean
keithley,
as
well
as
others
that
have
been
part
of
the
memo
that
was
proposed.
I'm
just
to
work
with
a
chd
staff
to
see
next
steps
with
regard
to
approaching
the
state
and
then
with
the
dba
and
other
applicants
to
see
how
we
can
bring
forward
one
large
application.
Q
Madam
mayor,
thank
you,
and
I
would
like
to
thank
the
commissioners
for
their
support
in
trying
to
streamline
this
process
and
working
with
the
city
of
boise
to
help
these
local
businesses.
Q
I
just
want
to
make
sure
that,
as
we
are
streamlining
this
process
for
all
the
businesses
in
the
downtown
area,
that
we're
also
making
sure
that
we
are
streamlining
the
process
for
businesses
who
may
not
be
in
the
downtown
area,
who
may
be
trying
to
do
things
in
parking
lots
or
other
things
like
that,
so
that
we're
creating
the
same
opportunity
and
pathways
for
them
as
well,
but
fully
in
support
and
thank
everybody
for
jumping
on
board.
J
Yes,
actually
councilmember
halliburton
actually
took
the
words
out
of
my
mouth.
I
think
it's
important.
We
probably
need
some
sort
of
dual
resolution,
one
that
basically
clarifies
the
existing
agreement
with
down
with
perspective
downtown.
It
looks
like
we
probably
don't
need
to
do
much,
but
that
we
should
have
a
consensus
and
a
resolution
with
respect
to
providing
that
for
businesses
out
of
the
downtown
area.
J
There
are
quite
a
number
of
streets,
orchard,
vista
and
others,
and
it's
very
important
that
those
businesses
be
given
the
same
sort
of
opportunities
when
working
with
them
right
away.
A
And
I'll
ask
our
staff,
because
I
I
agree-
and
we
wanted
from
the
beginning
to
make
it
clear
that
this
wasn't
just
a
downtown
initiative
and
with
the
the
but
working
with
the
dba,
there's
been
kind
of
an
organization.
That's
put
together
the
different
places,
but
from
the
city
team
we've
heard
from
businesses
throughout
the
city
correct
or
has
it
primarily
been
downtown
where
we've
received
requests.
L
Yes,
mayor,
we've
received
numerous
inquiries
across
the
city,
primarily
in
downtown,
but
it
has
been
not
exclusively
downtown.
N
A
A
Q
Sorry
to
interrupt
director
director
wong,
I
just
wanted
to
bring
up
something
that
commissioner
hanson
had
brought
up
a
little
bit
earlier,
and
I
think
this
is
kind
of
a
an
opportunity
as
we
look
at
the
different
areas
around
town.
That
would
be
super
easy
to
implement
some
of
these
things.
We
think
about
the
live
district.
We
think
about
8th
street.
Q
We
think
about
the
bass
block
and
part
of
that
is
because
of
the
way
the
sidewalks
are
set
up
and
sort
of
the
use
of
universal
design
in
those
curb
cuts,
especially
when
we're
talking
about
ada
being
ada
compliant,
and
so
I
just
wanted
to
make
sure
that
I
took
the
opportunity
to
address
maybe
the
potential
for
some
long-term
policy
considerations.
We
certainly
don't
need
to
do
it
right
now
at
this
meeting,
but
to
see
the
advantages
of
having
those
universal
design
curb
cuts
when
we're
looking
at
other
streets
in
downtown
areas
or
other
spaces.
A
Thank
you
and
then
I
see,
commissioner
hanson
your
hand
is
raised.
J
H
Hey
thank
you,
madam
mayor.
We
have
had
multiple
concerns
raised
by
the
residents
on
harrison
boulevard,
a
major
collector
regarding
speeding
and
and
and
traffic
issues.
That's
go
to
the
next
ones.
There
we
go
one
back
stacey
there
you
go,
and
so
we've
had
long-standing
concerns
on
dual
speed
limits.
We
had.
I
guess
there
was
one
out
there
for
trucks,
one
out
there
for
for
cars,
growing
traffic
safety
for
all
users.
H
Of
course,
these
speed
signs
and
stuff
are
not
prevalent
in
aydah
county,
it's
another
county.
Next
to
us,
I
won't,
I
won't
name
the
one
and
such,
but
it
came
to
a
point
where
we
wanted
to
do
something,
and
the
commission
wanted
to
do
something
about
this,
so
we
came
up
with
some
interesting
ideas
on
how
we
would
proceed
next
as
a
pilot
project
again
based
on
the
neighborhood
wanting
to
go
down
this
path.
This
is
a
recommendation.
H
This
is
an
idea
that
we
will
that
we
brought
forward
and
continue
to
work
on
and
such,
but
it
is
no
way
in
any
stretch
or
means
a
decree
that
this
is
what
we
are
going
to
do
to
harrison
boulevard.
Next
slide,
please,
so
we
are
approaching
a
two.
What
I
call
a
hybrid
solution.
H
First,
off
the
the
little
hanging
fruit
was
kind
of
easy
standardized.
The
speed
on
harrison
for
all
users
across
the
board.
That
was,
I
found
an
intro.
We
found
it
interesting
that
we
actually
had
one
set
of
speed
limits
for
heavy
vehicles.
One
set
of
speed
limits
for
cars,
it
just
didn't
it
didn't
make
sense
the
we
immediately
changed
that
and
it's
a
standard
25
miles
per
hour.
At
this
point,
this
was
incredibly
well
received
by
the
harrison
residents.
H
However,
as
all
actions,
you
know
you
have
this
side,
you
have
that
side.
They
we
received
many
less
than
complimentary
comments
from
citizens
who
use
harrison
boulevard
to
get
to
the
foothills
or
back
into
boise.
They
did
not
like
the
idea
of
lowering
the
speed
limit.
We
also
received
some
concerns
from
residents
on
15th
the
the
street
right
over,
because
they
were
concerned
that
their
the
street
now
would
become
more
of
a
thoroughfare
based
on
us,
remove
or
lowerings
or
standardizing
the
speed
limits
on
harrison.
H
H
N
H
We
wanted
to
address
the
infrastructure.
Was
there
something
we
could
do,
that
was
effective,
efficient
cost,
effective
and
something
that
you
know
we
might
be
able
to
model
for
other
streets
in
other
parts
of
the
community,
not
just
in
boise,
but
in
other
the
other
six
cities
that
had
a
similar
series
of
current
infrastructure
challenges
to
move
on.
So
what
we
did
is
we
came
up
with
this
idea.
Next
slide.
H
Specifically,
we
have
taken
no
positive
action
at
this
point
in
time,
but
if
we
can
address
the
issues
at
these
four
intersections
and
produce
a
not
only
a
speed
limit
issue,
but
a
visual
cue
to
all
drivers,
all
users,
but
we
might
be
able
to
slow
the
the
speeding
down
and
make
it
safer
across
the
board
next
slide.
So
here's
our
plan,
here's
our
thought.
H
We
we're
looking
at
a
concept
of
installing
swale
beds
on
parts
of
the
road
and
expanding
the
the
the
the
center
areas
out,
so
that
drivers
of
all
users
have
got
to
do
sort
of
a
turn
to
come
into
those
areas
we
found
in
the
past.
This
slows
drivers
down
we
found
in
the
past.
It
is
a
safety
enhancing
issue.
We
found
in
the
past
that
again
on
major
projects
that
this
tends
to
work
out
very,
very
well.
H
That
being
said,
we've
never
done
this
before
and
we
think
that
harrison
bull
again
being
a
major
corridor
which
is
has
its
own
challenges
and
its
own
policy
issues
and
such
a
data
county
highway
district
might
be
a
great
opportunity
to
test
this
out
to
see
if
it
works.
So
next
slide,
please
here's
where
we
think
we
want
to
go
and
where
we've
been
at
this
point
in
time,
we
have
briefed
the
commission
on
the
concept
and
again
it
is
a
concept
at
all.
H
H
This
is
a
good
idea,
we'll
continue
down
this
path
and
we'll
execute
it
and
such
and,
as
I
said
earlier,
this
could
be
a
possible
template
that
we
can,
I
won't
say
quickly
but
easily
put
in
as
opposed
to
doing
major
construction
and
ripping
up
roads
and
again
costing
taxpayers
a
whole
lot
more
than
it
would
be
to
use
this
program.
H
It
might
be
a
win-win
if
the
neighbors
don't
agree,
then
we'll
bring
back
their
concerns
and
recommendations
back
to
commission
we'll
do
additional
studies
and
reviews
and
and
see
if
there's
something
else
out
there.
But
this
is
an
absolute
hybrid,
but
it
is
a
and
we
want
to
continue
the
resident
collaboration
next
slide
please.
H
So
this
is
the
proposed
timeline
of
what
we
are
looking
at
again,
it's
a
concept
and
in
august
a
robust,
open
house
and
then
we're
going
to
have
a
confirmation
from
nina
as
whether
or
not
they
think
it's
a
good
idea,
but
they
don't
think
it's
a
good
idea
and
depending
upon
where
they
go,
you
know
if
it's
a
go,
we'll
move
forward
with
the
next
steps
in
the
concept,
if
it
isn't
we'll
come
back
to
the
commission,
ensure
that
the
residences
concerns
or
ideas
are
approached
and
we'll
go
back
to
the
drawing
board
and
see
if
there's
something
different
than
we
can
do.
H
If
the
residents
are
in
agreement,
then
in
september
we
can
we'll
continue
to
review
with
nina
on
the
steps
forward
and
bring
it
back
to
the
commission,
both
on
design
characteristics
and
our
our
our
focus
is
in
march,
to
make
it
happen,
and
so
again
this
is
something
that
we'd
like
to
try
and
see.
H
If
there's
a,
if
there's
a
a
a
consensus
from
the
neighborhood,
and
we
do
believe
that
if
we
can
go
down
that
path,
then
that
might
be
a
an
economic
solution
that
we
can
institute
in
other
like
areas
not
only
in
boise
but
across
ada
county
again,
as
we
all
work
toward
traffic
mitigation
safety,
speed
control.
So
in
a
nutshell,
that's
what
we're
thinking
and
we
wanted
to
share
that
with
you
and
again,
our
focus
is
if
the
neighbors
agree
great.
F
Board,
council
president,
thank
you
director,
wong.
This
is
exciting.
This
is
I'm
I'm
glad
to
see
opportunity
to
try
some
things.
I
guess
my
reaction
is.
Maybe
this
is
an
opportunity
to
actually
get
some
data
on
different
solutions,
and
so
I
guess
my
I
like
what
you've
proposed
wonder
if
why
you
chose
this,
I
guess
my
first
question
would
be
why
you
chose
this
versus
a
typical
curveball
bout
at
the
crosswalk.
H
Again,
this
is
something
that
the
candidate,
our
engineers
and
our
team
and
our
design
says.
Let's
think
of
something
unique.
Let's
see
if
there's
something
there
that
not
only
can
support
safe
operations
but
the
same
time
not
do
much
damage
when
it
comes
down
to
again
corridors
like
harrison.
Like
the
other
major
quarters
we
have
and
my
damage,
I
mean
not
having
to
rip
everything
up
and
start
over.
H
I
think
with
the
implementation
of
increasing
the
opportunity
for
stormwater
containment
out
there,
where
those
where
those
sort
of
bulb
outs
were
that
that
that's.
H
Yeah,
and
so
you
know
it's
something-
we'd
like
to
try
yeah
but
again
my
focus
is
I'm
sorry.
The
commission's
focus
is
that
neighborhood
has
got
to
be
in
agreement
with
this.
If
they
don't,
okay,
we'll
go
back
and
think
of
something
different.
F
So
if
I
could
follow
up
so
then
my
follow-up
is
this
one
of
one
ways
that
you
can
get
neighbors
in
agreement
without
doing
something
permanent
is
doing
a
somewhat
temporary
demonstration.
Have
you
thought
about
doing
that?
You
could
use
rubber
curbing
and
put
these
out
there
next
week,
frankly,
leave
them
for
three
months
and
gather
data
and
see
if
they
actually
slow
people
down
and
get
a
reaction
to
it.
You
probably
can't
do
that
because
you
haven't
done
any
outreach,
but
I
I'm.
F
H
A
matter
of
fact,
we
have
a
conversation
next
week
with
a
group
of
citizens
from
that
are
we're
going
to
sit
down
and
talk
about
how
we
can
do
temporary
traffic
mitigation,
speed
issues
we
have
already,
I
think
was
last
summer
or
whatever
we
off,
they
actually
did
put
hay
bales
yeah
out.
F
H
What
what's
most
important
is
we
want
to
make
sure
that
the
neighborhood
is
fully
vested
first,
if,
if
I
go
out
there
and
just
put
something
out
there,
it'll
be
a
disaster
and
you'll
hear
about
as
much
as
I'll
hear
about
it.
But
my
point,
though,
is
that
all
options
are
on
the
table
and
again.
H
Roads,
of
course,
but
harrison
boulevard
being
very
special,
as
we've
done
in
the
past
for
halloween
closing
that
down
to
ensure
that
we
have
safe
operations
for
kids,
we'd
like
to
try
this
yeah
and
we'll
see.
But
again,
if
the.
If
the
residents
are
not
on
board,
then
we're
going
to
have
to
think
of
something
different,
because
I
won't
move
forward
on
something
that
the
residents
are
up
in
arms
about
and
saying
no.
C
Thank
you
very
much
for
the
presentation.
My
only
feedback
or
thought
to
throw
into
the
mix
is
that
with
this
street
and
this
neighborhood,
I
think
the
neighbors
that
you're
talking
about
getting
on
board
include
more
than
the
residents
of
harrison
boulevard.
It's.
It
is
an
important
street
to
people
who
live
there.
C
But,
as
you
mentioned
at
the
beginning
of
your
presentation,
these
things
have
pushes
and
pulls
in
both
directions
and
and
the
number
of
people
to
whom
harrison
boulevard
is
very,
very
important
as
a
connectivity
corridor
as
a
way
of
getting
to
and
from
where
they
live
and
work,
and
you
know
live
their
lives,
is
much
much
greater
than
just
the
people
who
live
on
harrison
boulevard.
So
it's
more.
H
Work
announcement
well
said
again:
we
will
have
a
robust,
open
house
and,
as
you
noted,
we
will
be
working
with
nina
across
the
board,
but
you
are
absolutely
correct.
The
there
is
never
a
hundred
percent
support
for
all
users
on
operations,
just
a
fact
of
life.
J
I
just
want
to
appreciate
the
director
for
raising
this
and
invite
the
commit
the
council
to
take
a
look
at
the
project
we
did
on
kootenai
now
it
hasn't
been
built,
but
it
was
an
extensive
process
that
was
initiated
first
by
just
filling
in
sidewalks,
but
the
neighbors
got
organized,
collected
signatures
and
and
became
aware
of
how
important
traffic
calming
or
speed
management
on
that
road
was.
J
We
get
every
day
requests
what
we
call
teluses
from
people
who
have
concerns
about
traffic,
and
I
can
almost
guarantee
you
every
day.
There
is
something
about
speeding.
Now
often
people
think
that
the
only
solution
to
speeding
is
putting
up
a
speed,
limit
sign
or
a
stop
sign
or
a
speed
bump,
but
really
it's
as
director
wong
suggests
it's
really
in
the
design,
so
that
people
don't
feel
comfortable
speeding.
J
J
If
we
want
to
move
forward
occasionally
we
move
forward,
like
we
are
kind
of
on
harrison
without
having
them
collect
signatures.
But
most
of
the
time
you'll
see
the
response
from
the
agency
to
these
neighbors.
Who
say
we
need
some
traffic
calming
on
our
neighborhood
is
but
here's
the
process
and
then
certain
areas,
collectors
and
certain
areas
with
certain
speeds.
So
there's
a
lot
of
things
that
then
disqualify
them.
J
So
I
would
invite
the
city
council
to
take
a
closer
look
at
that
policy
and
whether,
in
fact,
we
can
address
this
on
a
more
equitable
way
throughout
the
whole
city,
so
that
it's
neighborhoods,
where
there
might
be
a
large
number
of
rentals
or
people
who
don't
have
the
time
to
go
out
and
collect
signatures
or
become
nearly
as
involved.
Their
kids
on
their
streets
are
just
as
as
as
important
and
they're
as
entitled
to
have
traffic
driving
at
the
speed
limit.
Speed
limit
signs.
J
Don't
really
do
anything,
people
drive
the
conditions,
the
way
the
street's
designed
and
so
that
that
would
be.
My
remark
is:
let's
move
forward
on
the
on
the
outreach
to
the
neighbors
in
harrison,
but
also
look
at
this
as
an
opportunity
for
some
changes
in
policy
and
approach
in
the
way
the
city
gets
involved
in
ensuring
safety
and
when
cars
are
driving,
people
are
driving
at
the
speed
limit.
It's
safer
to
cycle
it's
safer
to
walk
it's
safer
for
people
with
disabilities
to
take
their
time
to
cross
the
street.
J
We
have
a
lot
of
benefits.
In
fact,
it's
often
safer
for
businesses
too.
To
then
function
adjacent
to
those
streets.
A
F
In
terms
of
a
path
forward,
it
looks
like
achd
is
moving
moving
forward
with
this.
I
suspect
our
staff
is
already
involved
director
lavin,
I,
if
not,
I
wonder
if
enter
either
the
energized
staff
or
the
neighborhood
staff
could
be
involved
in
this.
F
I
know
that
there
are
other
organizations
in
town
that
are
interested
in
traffic
coming
in
a
bigger
way,
and
perhaps,
as
I
said
earlier,
this
is
actually
an
opportunity
not
just
to
take
care
of
harrison
but
to
to
pilot
some
ideas,
as
you
mentioned,
you'd
like
to
be
using
them
in
other
places,
and
it
might
be
that
even
by
this
fall
we
could
identify
three
or
four
other
places
where
we
could
pilot
ideas
like
this
are
similar
to
this
and
and
by
spring
we'd.
Have
some
data
showing
what's
working?
What's
not
what's
accepted?
F
What's
not,
I
don't
know
what
the
staff
capacity
at
this
point
is
it's
not
my
job
to
direct
staff,
but
I
guess
from
a
policy
standpoint,
it
sounds
like
to
me
a
really
good
step
forward
policy
wise
to
get
some
data
and
test
some
of
this
stuff.
A
Out
I'm
seeing
nods
from
our
development
services
director
planning
development
services
director.
What
I
propose
is
that
staff
look
at
the
potential
if
that's
and
then
again,
connect
with
achc
staff.
If
achd
is
willing
to
have
that
conversation
about
whether
or
not
there
is
potential
for
a
couple
pilots
again
getting
beyond
the
downtown
core
and
really
thinking
about
how
we
can
support
neighborhoods
throughout
the
city
is
important
to
all
of
us,
and
I
know
my
sense
is
it's
important
to
the
district
as
well?
I
love
this
proposal.
A
I
think
it's
a
a
great
step
in
the
right
direction,
because
this
street
is
impacted
by
people
from
so
many
different
places
would
be
curious
to
know
as
it
moves
forward
if
it
moves
forward.
You
know
we
to
watch
the
impact
on
15th
and
then
determine
if,
if,
if
perhaps
the
same
treatment,
isn't
the
right
thing
to
do.
If
you
know,
if
we're
saying
that
people
divert,
I
I
tend
to
think
that
people
just
get
used
to
the
new
cues
that
they
see
on
the
streets
and
and
will
continue
with
the
patterns
that
they
have.
A
But
we
having
that
data
is
important
and
then
working,
let's
work
with
staff
to
see
who
has
capacity,
if
there's
capacity
and
on
the
energized
team,
to
look
at
suggestions
for
where
and
we
ought
to
at
least
ask
if
something
could
be
considered.
A
And
I
lived
near
those
hay,
bales
or
whatever
those
things
were
on
longfellow,
I'm
not
not
on
long
fellow,
but
nearly
long
fellow
and
I
was
always
amused
at
how
it
was
a
great.
It
was
a
great
project
just
to
see
how
it
worked
and
and
to
watch
how
people
moved
around
them
differently
did
slow
down
and
then
just
get
a
kick
out
of.
You
know
seeing
people
you
know,
even
though
it
was
so
temporary
recognizing
that
something
had
changed
and
the
impact
that
that
had
on
the
way
people
drove
on
the
street.
A
So
if
we
can
do
cheap
projects
like
that,
just
to
collect
some
data
and
see
if
it
works,
how
it
works
and
then
look
at
what's
next
it'd
be
great.
H
A
You
all
right
well
being
mindful
of
time.
I
want
to
move
into
just
the
last
topic,
which
is
a
quick
check-in
on
frequency
of
meetings.
Any
next
steps
that
people
have
in
mind
that
we
haven't
proposed
I'll
just
kick
off
and
say
that
I
I'm.
I
felt
that
this
was
really
productive
and
look
forward
to
partnering
with
the
agency
and
on
a
larger
scale,
solution
for
businesses
and
the
time
of
covid
and
then
also
on
this
harrison
boulevard
project
and
believe
that
there
are
others.
A
I
think,
it'd
be
helpful
to
you
know,
figure
out
and
and
if,
if
president
may
you
have
a
suggestion
or
president
clegg,
you
do
to
figure
out
a
regular
meeting
schedule.
Because
then
we
can.
We
can
have
a
sense
of
certainty
in
terms
of
when
all
of
us
will
come
together
to
discuss
issues
that
staff
have
compiled
as
important
from
a
policy
perspective.
F
Madam
mayor
good,
so
I
I
invite
president
may
to
follow
up,
but
I
I
agree.
I
think
regular
meetings
would
be
great.
F
I
also
wonder
if
it
might
be
beneficial
to
those
more
regular
meetings
to
have
some
leadership
meetings
in
between
to
kind
of
discuss
which
issues
are
most
ripe
and
where
staff
is
on
particular
issues,
so
that
we're
we
ensure
that
when
those
issues
come
to
the
larger
meeting,
they're
the
ones
that
we
can
actually
take
some
action
on
for
me,
I
don't
know
if
regular
means
quarterly
or
or
price
yearly,
but
something
in
that
range,
I
think,
seems
reasonable.
D
President
may,
madam
mayor,
I
would
agree,
I
like
the
idea
of
having
the
intermittent
leadership
meetings
in
between
and
discussing,
what's
timely
and
bringing
those
concerns
and
issues
forward
to
set
the
agenda
for
the
next
meeting
really
impressed
with
today
that
we're
actually
leaving
here
with
a
consensus
and
an
action
item.
So
everybody
feels
that
there
was
value
added
to
the
meeting
and
I
would
like
to
see
this
partnering
continue.
D
My
initial
blush
was
maybe
for
sure,
no
less
than
twice
a
year.
I
was
thinking.
Maybe
quarterly
might
be
too
much,
but
depending
on
how
events
roll
out
we,
we
may
want
to
look
at
that,
but
certainly
twice
a
year
with
some
leadership
meetings
in
between
and
we
can
always
adjust
that
and
you
know,
as
things
come
up
too,
but
that
that
would
be
my
thought.
A
I
think
two
to
three
meetings
likely
make
sense,
especially
if
we
include
leadership
meetings
in
between,
but
we
could
offline
just
have
our
chiefs
of
staff
and
staff
connect
on
that
get
a
sense
of
the
issues
before
us
that
weren't
on
the
meeting
today
that
we
need
to
cover
and
then
and
come
up
with
what
makes
the
most
sense
for
the
next
meeting
and
in
between
then
leadership
would
come
together
to
review
the
items
so
that
the
meetings
like
can
continue
to
be
productive
like
this
excellent.
A
Well,
thank
you
all
so
much
for
joining
today,
both
those
of
you
that
are
here
in
the
building
and
those
of
you
who
I
look
at
on
the
screen
and
if
I
I
share
the
council
president's
sense
that
this
was
productive,
look
forward
to
working
together
more
and
to
having
our
staffs
connect
as
follow-up
items
and
then
we'll
be
back
in
touch
on
a
schedule,
and
so
I
guess
we're
officially
in
a
meeting.
So
we
need
to
have
a
motion
on
the
city
side
to
adjourn.