►
From YouTube: Boise City Council - Strategic Planning Session
Description
Tuesday, May 24, 2022 at 8:30 AM
A
A
Weddings,
dear
all,
present
great
thank
you.
Well
as
we
kick
off
courtney's
going
to
start
with
an
overview,
but
first
I
want
to
say
thanks
to
all
the
folks
in
the
room
it's
once
a
year,
or
you
know
probably
once
a
year
that
we
could
get
all
of
our
directors
together
as
we
walk
through
the
programs
and
services
that
our
city
is
providing
to
the
public.
And
so
it's
nice
to
see
you
all
in
one
place
and
to
the
employees
that
are
likely
tuning
in
as
well.
A
And
so,
as
we
talk
about
the
services
that
can
be
delivered
department
by
department
and
we're
thinking
always
about
the
impact
that
that
has
on
our
community
and
really
the
people
of
boise
are
served
by
the
people
of
boise
city.
And
it
really
is
people
that
create
programs
that
create
the
city
for
everyone.
So
look
forward
to
the
conversation
from
hearing
each
of
you,
and
I
know
that
the
council
is
just
as
excited
and
look
forward
to
the
conversation
with
them
too.
Let's
go
ahead
and
get
started.
E
Madam
mayor
members
of
the
council,
my
name
is
courtney
washburn.
I
am
the
chief
of
staff
for
the
city
of
boise,
apologies
for
the
rocky
start
for
those
who
were
in
the
building
yesterday,
you
also
got
the
email.
That
said,
we
didn't
have
any
water
yesterday,
so
something
is
happening
within
the
building,
but
hopefully
all
the
pieces
and
parts
will
cooperate
for
the
rest
of
the
day.
I
am
going
to
give
you
an
overview
of
today
and
then
I'll
return
at
the
end
of
the
day.
E
E
E
My
goal
in
this
meeting
is
to
capture
any
questions,
any
need
for
follow-up
information,
any
need
for
clarification,
because
we
have
all
the
departments
today
and
we
want
to
give
them
the
most
time
I'll
be
capturing
a
lot
of
that
feedback
in
order
to
follow
up
at
a
future
date
with
that
information
so
feel
free
to
ask
higher
level
questions
but
keep
in
mind.
We've
got
14
departments
and
a
council
meeting
today,
so
it'd
be
super
helpful
if
we
could
keep
to
the
impact
and
allow
me
to
follow
up
with
more
detailed
information.
E
E
We
have
given
consideration
to
the
highest
and
best
use
of
city-owned
property
in
the
downtown
core,
we're
proposing
new
positions
to
support
the
workload
of
a
growing
city
and
to
address
some
of
our
employee
compensation
needs
also.
The
impactful
use
of
arpa
funding
for
community
priorities
again
you'll
hear
more
about
this
at
your
new
meeting,
but
those
issues
include
affordable
housing,
climate
action,
child
care,
food
security,
mental
health
support,
small
business
support
and
broadband
access.
E
As
you
know,
this
has
been
a
main
focus
of
the
city
and
the
last
budget
build
and
continues
to
be
so
and
this
one.
According
to
the
census,
estimate
idaho,
led
all
the
states
in
year-over-year
percentage
population
growth
from
2020
to
2021,
which
is
2.9
percent,
the
treasure
valley,
metropolitan
statistical
area
that
does
not
roll
off
the
tongue
tongue.
The
msa
and
the
city
of
boise
have
grown
roughly
17
percent
and
6.5
respectively
in
the
last
five
years,
and
then
boise
continues
to
be
the
economic
driver
and
cultural
center
of
the
state.
E
E
We
need
to
meet
increasing
workload,
demands
by
adding
staff
and
we
need
to
remain
competitive
in
the
market
by
retaining
the
talent
we
have
and
recruiting
the
talent
we
need
and,
as
a
result,
we
need
to
right
size,
our
human
resource
departments,
to
meet
the
demands
and
the
challenges
we're
currently
facing
the
staff
and
growth
trends
are
on
the
slide.
You
can
see
between
fiscal
year
2017
and
2020.
An
average
of
28
positions
was
added.
E
E
E
On
employee
compensation,
as
I
mentioned,
we
need
to
retain
our
talented
team,
remain
competitive
when
recruiting
and
maintain
our
employees
buying
power
in
challenging
times.
Our
approach
to
address
this
with
the
general
employees
is
a
5.9
percent
cola
increase
and
an
increase
in
our
living
wage
from
13
and
53
cents
to
16
and
15
cents.
E
We
also
intend
to
absorb
all
the
health
cost
increases
associated
with
our
general
employees
and
to
offer
a
one-time
2.5
percent
increase
to
our
current
performance
awards,
and
this
is
the
proposed
strategy
to
build
capacity
within
the
human
resource
department.
We
currently
house
pretty
much
everything
that
has
to
do
with
hiring
in
employment
services.
E
E
E
It
is
clear
we
need
better
workforce
planning.
You
have
heard,
particularly
in
public
safety,
our
planned
retirement
versus
our
need
to
grow
staff,
and
we
need
to
do
a
lot
more
planning
in
those
spaces
similar
to
bringing
in
the
talent
we're
currently
using
for
the
staffing
study
for
public
safety
and
so
moving
forward.
E
We
have
an
understanding
of
what's
happening
in
our
workforce
and
to
position
the
city
to
be
in
a
much
more
proactive
place
than
we
currently
are,
which
is
pretty
reactive
non-specialized
and
has
really
been
one
of
the
challenges
in
order
to
fill
our
vacancy
rates
and
fill
the
new
positions.
We
propose
and
I'm
sure
sarah
in
her
presentation
will
go
through
the
impact
of
these
investments,
but
I
just
wanted
to
make
sure
you
understood
this
model
behind
the
fte.
Ask.
F
Adam,
could
I
ask
two
quick
questions
about
the
last
slide
and
one
before
it.
So
as
I
look
at
the
the
breakup
of
how
the
business
partners
are
going
to
be
assigned,
I
assume
that
we'll
get
some
explanation
of
I
I
don't
know
the
the
groupings
didn't
necessarily
make
sense
to
me.
Put
it
that
way.
So
some
did
some
didn't
so
at
some
point,
just
some
explanation
about
how
that
business
partner
either
will
work
across
dissimilar
or
or
how
they
are
similar.
F
The
other
question
I
have
is
in
the
growth
in
fte,
I
think,
with
both
with
the
water
bond
and
the
move
of
the
airport,
to
a
medium
hub,
we're
seeing
more
significant
growth
in
those
two
areas,
I
believe
than
we've
seen
in
the
past.
So
it
would
be
helpful
to
see
ftes
broken
out
by
general
fund
and
enterprise
if
we
could
at
some
point.
F
G
Yep,
I'm
so
sorry,
I
didn't
know
you
were
close
to
done.
Courtney.
Thank
you,
madam
mayor.
I
just
have
a
question
about.
Are
we
are
we
still
doing
exit
interviews?
I
think
it's
alarming
that
we
lost
the
arts
and
history
director.
It
seems
like
she
was
here
a
handful
of
months
before
she's
gone
and
I'm
wondering
if
we're
going
to
do
if
we
have,
or
if
we're
going
to
do
an
exit
interview
to
determine
why
somebody
at
that
level
would
leave
after
such
a
short
amount
of
time.
E
H
H
So
in
terms
of
themes,
the
first
one
that
I'll
focus
in
on
is
fiscal
responsibility.
This
is
a
theme
that
we
include
each
year
and
I'll
talk
to
a
few
different
items
here.
The
first.
The
first
thing
is:
it's
always
imperative
that
when
we
are
building
our
our
forecast
and
evaluating
investment
opportunities,
that
the
growth
is
sustainable
and
we
measure
that
by
by
looking
at
our
long-term
forecasts
and
ensuring
that
it's
balanced,
so
in
other
words
evaluating
the
long-term
implications
of
of
short-term
recommendations.
H
H
H
There's
minimal
growth
built
in
and
I'll
talk
a
little
bit
more
about
that
on
a
subsequent
slide,
but
that's
another
example
of
fiscal
responsibility
and
then
the
last
thing
that
I'll
in
terms
of
a
high
level
on
this
one
is
a
proactive
use
of
one-time
savings.
So
you'll
recall
that,
as
part
of
the
fiscal
year
22
budget,
we
recognized
in
advance
savings
from
the
prior
fiscal
year
fiscal
year,
21
and
built
that
into
the
budget
process.
H
H
We
also
have
built
in
in
terms
of
one-time
savings,
a
higher
assumed
vacancy
rate
for
fiscal
year
23.
We
haven't
assumed
that
into
the
outer
years.
We
hope
that,
with
some
of
the
investments
that
are
proposed,
that
that
we
can
bring
that
vacancy
number
down,
but
we
do
know
that
it
will
take
a
a
period
of
time.
So
we
have
proactively
allocated
some
of
those
plan
savings
as
part
of
the
fiscal
year
23
budget
in
terms
of
property
tax
relief.
H
The
proposed
package
will
include
a
2.45
recommendation
in
terms
of
base
growth.
State
code
allows
for
growth
up
to
three
percent.
This
would
be
the
second
year
out
of
the
last
three
years
that
the
full
three
percent
was
not
recommended.
You'll
recall
two
years
ago
there
was
zero
percent
base.
Growth
built
in
the
current
fiscal
year,
assumed
three
percent
and
with
the
2.45
recommended
for
next
fiscal
year,
that
comes
to
an
average
of
1.8
percent
annual
growth.
H
Since
the
beginning
of
the
pandemic,
the
fiscal
year
23
proposed
budget
also
will
include
one-time
funding
for
a
circuit,
breaker
rebate.
There
was
a
bill
that
was
approved
by
the
state
legislature
as
part
of
this
most
recent
session
that
allowed
municipalities
to
provide
property
tax
rebates
to
the
community.
H
The
budget
was
built
in
response
to
growth,
or
there
was
a
consideration
of
response
to
growth.
An
example
of
that
could
be
the
northwest
fire
station
investments
in
our
parks,
and
you
can
you'll
see
staffing
increases
for
the
zoo
parks,
maintenance,
services,
police
staffing
is
recommended
to
be
increased
and
then
our
support
departments
in
response
to
growth
throughout
the
city,
the
fiscal
year
23
budget
considers
inflation.
H
So
I
previously
spoke
to
the
property
tax
approach.
The
2.45
percent
increase
versus
the
three
percent
to
provide
some
level
of
relief
to
community
members
who
are
feeling
the
impacts
of
our
high
inflationary
environment,
our
m
o
funding-
and
I
I
guess
I'll-
speak
a
little
bit
to
this
one
right
now,
if
you
think
about
all
the
all
the
goods
and
services
that
the
city
procures,
the
cost
of
all
of
those
are
going
up
due
to
this
inflationary
environment.
H
On
the
previous
slide,
I
mentioned
that
the
fiscal
year
23
budget
has
minimal
maintenance
and
operations
growth
and
there's
really
kind
of
competing
factors
that
are
occurring
right
now,
so
you
have
cost
escalation
for
everything
that
we
buy
is
is
costing
more
and
more.
At
the
same
time,
we
have
a
high
level
of
vacancies,
which
is
impacting
our
ability
to
to
spend
our
budget
and
to
execute
all
the
projects
that
we've
have
planned
over
the
last
couple
of
years.
H
So
for
fiscal
year,
23,
the
the
approach
has
been
minimal,
mno
funding
and,
as
a
matter
of
fact,
in
some
instances,
some
reductions
in
recognition
of
the
fact
that
we
have
a
high
level
of
vacancies.
However,
in
the
long
term
forecast
we
have
allowed
for
increases
to
reflect
the
current
inflationary
environment.
F
Madam
mayor,
thanks,
I'm
going
to
pop
in
here
with
a
few
questions
the
the
mno
funding.
I
you
weren't
around
then,
but
I
was
around
when
we
ended
up
inheriting
a
bubble
of
funding
that
had
not
been
taken
care
of
for
some
of
the
similar
reasons
that
you
talk
about.
Let's
you
know,
let's
put
it
off,
let's
figure
out
how
to
how
to
do
it
later
and
because
we
do
have
so
much
one
time.
F
H
Yeah,
thank
you
very
much
council
president.
Maybe
I
can
elaborate
a
little
bit
more
on
that.
So,
when
we've
built
our
our
forecast,
we've
taken
a
10-year
approach
and
you
know,
looked
at
projected
revenues
and
expenses
over
a
10-year
period
and
and
as
we
look
at
those
projected
expenses,
we
have
grown
our
our
maintenance
and
operations
assumptions
in
the
outer
years
to
reflect
the
current
inflationary
environment.
So
it's
really
kind
of
a
short-term
recognition
of
the
fact
that
we
have
a
high
level
of
vacancies.
F
F
You
know
I
know
it's
numbers
I
like
to
see
those
numbers
and
hopefully
before
we
get
the
budget
book,
so
that
we
can
kind
of
dig
in
a
little
bit
and
see
where
those
trends
are
going,
and
that
would
be
my
second
question
which
is
given
the
2.45
and
the
1.8
percent
over
the
last
few
years.
What's
the
what's
the
prediction
going
out,
are
we
going
to
go
back
up
to
three
percent
if
we
are
what's
the
base
trend?
Look
like
in
terms
of
all
of
these
things
that
we're
adding
going
out.
H
A
A
H
Absolutely
the
last
item
in
terms
of
the
response
to
to
inflation,
is
an
allowance
for
an
economic
uncertainty
reserve.
Given
the
the
volatility
that
we're
seeing
in
the
in
the
economy,
the
high
rate
of
inflation,
you
know,
should
we
see
things
continue
at
this
pace?
Should
we
fill
you
know
our
positions
at
a
higher
rate
than
than
maybe
we
had
anticipated
and
we
need
to
to
spend
more
maintenance
and
operation
funding.
We
do
have
an
economic
uncertainty
reserve
allowance
for
fiscal
year.
23.
H
Some
specific
investments
included
as
part
of
the
fiscal
year.
23
package
include
numerous
accounting
changes
related
to
housing
activities.
Over
the
last
several
years,
the
city
council
has
approved,
you
know,
investments
towards
various
housing
related
activities.
Those
have
been
allocated
partially
in
the
general
fund,
partially
in
the
capital
fund,
partially
within
the
housing
funds.
So
there
is
a
recommendation
to
to
streamline
that
a
little
bit
to
provide
for
a
higher
degree
of
transparency
as
well
as
maybe
some
more
predictability
in
terms
of
planning.
H
H
consistent
with
the
current
year
budget.
There
is
a
recommendation
for
a
portfolio
fund
effectively
one-time
projects
that
are
still
going
through
due
diligence
and
you'll
recall
that
over
the
course
of
the
last
year,
we've
been
bringing
forward
ibcs
at
various
times
to
move
that
money
out
of
the
portfolio
account
and
into
the
departments,
and
this
this
recommendation
continues
that
approach.
H
H
H
H
It
was
an
attempt
to
strike
a
balance
between
preserving
service
levels
and
keeping
up
with
growth,
while
providing
relief
to
homeowners,
the
0.55
not
recommended
to
be
taken.
So
the
difference
between
the
2.45
and
the
max
of
3
is
recommended
to
be
taken
as
foregone
for
potential
future
use
from
some
future
city
council.
H
H
Staff
is
currently
working
to
develop
proposed
parameters
of
that
program.
The
city
council
would
need
to
approve
an
ordinance
related
to
that.
So
certainly,
once
we
get
beyond
the
budget
process,
we
would
have
opportunities
for
discussion
in
terms
of
the
parameters
of
that
program
and
we're
targeting
a
late
summer
approval
of
that
ordinance.
H
H
Our
long-term
assumptions
account
for
reduced
amount
of
urban
renewal,
district
funding
or
retirement
of
urban
renewal
districts,
which
is,
you
know,
realized
as
new
construction
and
then.
Finally,
it
is
reflective
of
the
new
construction
formula
that
was
approved
by
the
by
the
legislature
last
year.
A
H
C
B
B
Right,
but
across
the
board
the
tax
base,
the
the
entire
taxable
properties,
are
taxed.
If
we
take
the
three
percent,
the
amount
goes
up
by
three
percent.
The
resulting
tax
on
some
properties
is
nine
percent,
but
it's
not
nine
percent
for
every
single
property
in
the
city
of
boise,
because
that,
like
that
math,
doesn't
work
right
because
it's
an
average
right
exactly.
That
was
my
point.
So
it's
homeowners
that
are
that
we're
talking
about
here.
That
is
correct.
H
This
is,
this
is
just
for
the
average
residential
owner
occupied
property.
Yes,
thanks
the
the
dollar
change
for
that
average
home.
If
the
city
were
to
take
three
percent
would
be
136
dollars
and
25
cents,
then
that
middle
section
we
do
an
analysis
to
say
all
right.
What
would
it
look
like
if
the
city
took
zero
percent?
So
you
can
see
lines
9,
10
and
11
are
mirror
images
of
the
lines
up
above
the
levy
rate
on
line
12
would
be
slightly
less.
H
H
You
can
see
that
the
the
savings
from
two
point-
four
five
percent
to
three
percent-
is
approximately
eight
dollars
and
fifty
cents.
Therefore,
the
cost
of
the
two
dollar
or
the
two
point,
four
five
percent
base
increase,
is
thirty,
seven
dollars
and
eighty
two
cents.
So,
on
the
right
hand,
side,
let
me
break
that
down,
maybe
a
different
way.
H
If
the
city
were
to
take
the
full
three
percent
increase,
it
would
be
an
increase
on
the
average
homeowner
of
136
dollars
and
25
cents.
Nearly
90
of
that
is
outside
of
the
city's
control.
It
is
attributable
to
burden
shift
which
leaves
46.31
as
the
impact
if
the
city
were
to
take
the
full
three
percent.
H
Knowing
that
the
cost
of
the
two
point
four
five
percent
is,
thirty-
is
thirty,
seven
dollars
and
eighty
two
cents,
the
resulting
savings
from
taking
less
than
three
percent
is
that
eight
dollars
and
fifty
cents,
the
pie,
chart
kind
of
exemplifies.
You
know
the
burden
shift
and
you
can
see
of
the
max
136
dollars.
H
H
The
orange
slices
of
those
pie
represent
three
percent
with
the
lighter
orange
representing
the
2.45,
so
that
the
darker
orange
represents
the
0.55
percent,
which
is
not
recommended
to
be
taken
as
part
of
this
budget
cycle.
The
burden
shift
that
we
talk
about
is
really
attributable
to
two
primary
factors.
H
The
first
is
the
diminishing
value
of
the
homeowner's
exemption,
so
as
as
assessed,
values
continue
to
to
increase,
and
the
homeowner's
exemption
remains
fixed.
The
homeowner,
the
homeowner's
exemption,
becomes
less
less
and
less
impactful
each
year.
The
second
is
the
rate
of
growth
for
residential
properties
versus
commercial
properties.
A
You
know
eric
it
be,
I
think,
it'd
be
helpful
in
the
future
for
us
to
demonstrate,
because
it's
all
I
mean
this
is
such
a
hard
chart
for
like.
I
wish
that
we
could
do
with
a
kindergarten
version
of
this
chart
so
that
it
was,
you
know
we
could
easily
talk
about
it,
but
the
exemption.
You
know
it's,
it's
so
theoretical
to
folks
that,
oh,
if
the
exemption
was
more,
it
would
make
a
difference,
or
this
is
all
shifted,
because
the
exemption's
the
same
that.
H
Absolutely
we
can
work
on
that
and
I
will
mention
that
last
year
I
don't
have
the
the
the
number
for
this
year,
but
had
the
the
homeowner's
exemption
continued
to
be
indexed
after
it,
it
was
fixed.
It
would
be
approximately
175
thousand
dollars
one
year
ago,
so
it's
probably
closer
to
around
two
hundred
thousand
dollars
now,
if
it
was
continued
to
be
indexed
thanks,.
B
Madam
mayor,
one
other
thing
that
you
know,
people
who
are
trying
to
get
their
head
around
this
chart
should
think
about,
or
we
should
think
about
too.
Is
I
remember
two
years
ago
the
amount
of
property
tax
increase
attributable
to
burden
shift
was
between
35
and
40
dollars
this
year,
it's
close
to
100,
but
that
35
or
40
dollars
is
already
baked
into
this
year's
number.
In
other
words,
the
burden
shifts
it
gets
added
and
then
it
gets
baked
into
next
year.
So
yeah,
the
cumulative
taxpayer
is
accumulative.
B
It's
not
even
death
by
a
thousand
cuts,
because
it's
a
death
by
a
thousand
like
big
wax
with
a
hatchet,
but
each
year
it
gets
cooked
in
and
then
it
ships
again
and
then
it
gets
cooked
in
and
then
it
gets
shipped
again.
So
if
taxpayers
looked
at,
you
know
what
it
was
like
for
them.
Five
years
ago,
they'd
see
a
burden
shift
for
the
average
one,
that's
probably
hundreds
of
dollars,
and
then
you
know
I
mean
the
average
is
the
average,
for
whatever
standard
deviation.
Number
of
homeowners
is
it's
thousands
of
dollars.
B
I
Eric,
I
have
a
kindergarten
question,
so
as
we
look
at
this,
full
number
is
the
city
getting
the
total
of
that.
Like
let's
say
we
took
the
three
percent.
Is
the
city
getting
136
dollars
and
89
of
it
is
out
of
our
control,
or
are
we
only
getting
the
46
dollars
like
what
what
cash
are?
We
are
we
accumulating
from
this.
H
H
F
If,
if
I
may
another
way
of
saying
that
would
be,
that
136
is
the
amount
of
taxes
that
the
homeowner
will
pay,
89
of
that
and
they'll
pay
it
to
the
city,
we'll
receive
the
whole
136.
If
we
took
the
three
percent,
but
90
of
that
is
money
that
last
year,
commercial
properties
were
paying
as
a
part
of
the
whole
in
this
year.
Residential
properties
are
paying
it.
Instead
that.
F
F
I
hear
folks
saying
well:
we
can't
shift
taxes
on
to
commercials,
so
we
can't
do
anything
about
the
homeowner's
exemption
and
what
I'm
seeing
here
is
that
we're
ignoring
years
and
years
of
shift
from
commercial
onto
residential
and
saying
there's
no
fix
for
that
we
can't
shift
it
back.
Is
that
am
I
hearing
that
correctly.
H
F
H
B
B
H
B
A
So,
at
a
time
when
we
know
that
you
know
inflation
is,
I
think,
between
six
and
eight
percent
in
our
region
by
law,
we
are
only
allowed
to
increase
our
budgets
by
three
percent
this
year
as
an
recognition
of
the
impact
on
homeowners
and
taxpayers.
Frankly,
we're
saying:
okay,
let's
try
to
do
it
with
2.45,
but
that's
just
the
revenue
and
that
we
then
have
to
budget
from.
J
Right
well,
good
morning,
mayor
council
members,
my
name
is
sarah
borden,
I'm
the
proud
director
of
the
human
resources
department.
As
we
all
know,
we've
been
through
a
couple
years
that
have
been
pretty
rocking
pretty
rough,
but
I'm
really
excited
to
come
today
to
all
of
you,
because
I
think
we've
figured
out
a
path
forward
that
will
will
ease
some
of
that
burden
and
will
just
make
us
more
successful
overall.
So
I'm
I'm
very
happy
to
be
here.
One
just
point
of
clarification
for
council
president
on
the
question
about
the
hr
business
partners.
J
That's
very
fluid.
In
fact
the
directors
haven't
even
seen
the
mixes
and
matches
it
was
for
me
to
make
sure
that
there
was
a.
I
could
understand
the
volume
of
work
each
business
partner
would
have
so
just
trying
to
balance
it
so
that
we
can
move
lots
of
different
ways.
So
no
one
in
here
should
worry
worry
about
that
at
this
point.
So
let
me
talk
to
you
a
little
bit
there.
We
go
about
sort
of
where
we've
been
so.
As
you
know,
talent
acquisition
has
been
really
tough
there.
J
We
have
vacancies,
we
keep
we're
at
it,
we
keep
at
it,
we
keep
at
it
and
we
stayed
relatively
flat.
So
the
community
engagement
team
has
been
phenomenal
partners
with
us.
They
came
to
us
and
said:
hey.
We
have
some
ideas
on
how
we
might
improve
your
recruitment
advertising
very
excited
to
show
you
the
the
vehicle
wrap
on
that
car,
that
we
can
all
drive
anytime.
We
check
out
a
car
and
announce
that
we're
here
and
we
have
a
presence
in
the
valley.
J
You
may
have
seen
it
on
the
corner
of
the
hr
space
over
there,
where
people
can
just
you
know,
with
their
cell
phones
out
the
qr
code.
We've
had
305
scans
that
take
them
to
our
hr
landing
page.
So
anytime
we
can
get
eyes
on
our
landing
page.
That's
great!
The
other
thing,
that's
pretty
exciting
when
you
have
a
minute.
J
In
the
meantime,
while
we
wait
to
get
approvals,
if
that
works
and
then
build
that
team,
we've
contracted
with
some
direct
recruitment
support
from
an
outside
contractor
to
come
in.
For
the
next
three
months
and
really
focus
on
job
families
think
water
renewal,
those
are
similar
kinds
of
jobs.
Let's
give
that
recruiter,
that
book
of
business
just
to
keep
after
it.
So
we
try
to
make
some
gains
in
that
area,
time
and
attendance
software.
J
That
is
not
always
the
sexiest
project,
but
it's
an
important
one.
Public
safety
has
been
on
two
different
time
and
attendance
platforms
that
doesn't
make
a
lot
of
sense.
The
one
we
have
now
is
really
outdated.
It's
not
very
efficient
and
it's
certainly
not
user
friendly.
So
this
is
sort
of
as
part
of
doing
business,
something
we
need
to
do
that's
on
track
to
be
go
live
the
end
of
july.
J
We've
been
testing
right
now,
so
hopefully
cross
our
fingers
we'll
stay
on
that
then
we
also
had
security
support
and
I
know
that
you
have
engaged
pretty
heavily
with
that
team.
I
think
the
ambassador
desk
down
stairs
as
well
as
support
in
the
libraries
it
was
kind
of
a
proof
of
concept
last
year
to
see.
Is
this
a
workable
solution?
Is
this
helpful
and
based
on
the
data
we've
got?
J
It
certainly
has
been
so
that
that's
another
part
of
sort
of
the
ask
you'll
hear
moving
forward
around
just
continuing
and
making
more
permanent
that
security
support,
because
we
think
that's
been
really
good.
It
has
only
provided
sort
of
a
sense
of
security
for
our
employees
and
the
community,
but
they've
also
really
done
a
lot
of
good
customer
service.
Think
way.
Finding
somebody
comes
into
city
hall
aren't
sure
where
to
go
so
they
can
help
with
that
a
lot
and
then
last
fall.
J
We
did
a
market
rate
adjustment
and
you
know
compression
is
a
fancy
word
for
just
saying
sort
of
all
the
different
implications
that
come
from
moving
market
rates
up.
We
were
able
to
do
that,
and
part
of
this
ask
that
courtney
mentioned
is
to
stay
on
top
of
that.
If
we
sort
of
settle
and
go
okay,
we
did
the
market
rate
adjustment
last
year,
we'll
be
back
trying
to
catch
up
a
year
from
now.
So
really
now
that
we're
up,
how
do
we
maintain
that?
J
So
that's
where
we've
we've
been
and
then
let
me
just
mention
sort
of
where
we're
going.
The
bulk
of
our
work
in
hr
is
really
implementing
the
the
jobs,
hopefully
that
we
can
get
based
on
your
approval
and
and
making
that
sort
of
transformation
in
the
department.
But
in
addition
we
want
to
continue
doing
the
recruitment
advertising.
We
don't
want
to
just
advertise.
We
want
to
lead,
we
want
to
be
present.
We
want
people
to
see
us
first,
that
means
being
on
boise
dev.
J
It
means
driving
cars
around
with
the
raps
hearing
us
on
the
radio.
That
kind
of
thing
so
maintaining
that
leading
presence.
We
also
have
capital
security
improvements.
Just
so
we
stay
on
top
of
that,
make
sure
everybody's
safe
and
secure.
So
those
are
pretty
straightforward
and
then
there's
a
couple
projects
that
we
are
hoping
to
to
work
on
around
the
employee
experience.
J
We
used
to
hear
a
lot
about
customer
experience,
but
now,
if
we
don't
have
employees
the
customer's
going
to
lose
out,
no
no
doubt
so,
how
do
we
really
focus
on
the
employee
experience,
one
being
a
total
rewards
project?
What
do
people
care
about
today?
What
will
attract
people
to
the
city?
We
certainly
have
fabulous
retirement
and
lots
of
other
really
great
benefits.
J
This
you
know
next
generation
of
workforce
might
say
you
know
what
I'd
rather
have
more
vacation
than
more
pay.
I
might
want
something
different
than
what
you've
been
offering
and
been
successful
with
in
the
past,
so
we
need
to
stay
on
top
of
that
and
again
try
to
lead
lead
in
that
way
and
then
future
of
work
that
we
just
keep
talking
about,
there's
so
much
changing.
How
do
we
make
sure
that
as
it
changes
we're
ready
and
that
we're
not
reactive,
but
we
are?
J
We
are
proactive
and
getting
ready
for
whatever's
coming
so
those
two
projects,
we
think,
will
strategically
position
us
along
with
sort
of
the
transforming
of
the
department
to
really
get
us
on
top
of
it,
and
that
that's
why
I
start
out
by
saying
I'm
excited
because
there's
a
lot
of
cool
stuff.
I
think
coming
that's
what
I
have
any
questions.
G
Hey
hi,
so
I
have
a
question.
I
don't
know
if
we've
done
this
already
so
you'll,
forgive
me
if
we
have,
but
just
like
anything,
you
know
we
have
reputations
in
the
community
and
have
we
done
a
survey
in
the
community
to
see
what
the
reputation
of
the
city
of
boise
has
as
an
employer?
What
are
the
impressions
of
the
community
when
it
comes
to
considering
folks
considering
coming
to
work
for
the
city
of
boise?
G
J
I
A
I
I
love
it
even
if
I
couldn't
remember
it
right
at
that
time.
I
think
it's
really
snazzy
and
I
have
seen
this
in
my
own
company
about
what
it
takes
to
recruit
and
I
think
the
fact
that
you're
thinking
about
things
bigger
and
what
people
value
and
having
having
a
value-based
driven
career
is
the
future.
That's
what
p
that's
what
people
want
now.
So
thank
you
for
thinking
ahead
and,
as
we
know,
like
talent,
eat
strategy.
I
For
breakfast
I
mean
we've
heard
that
business
does
that
any
any
good
company
has
the
best
and
brightest
working.
So
thank
you
for
all
that
you're
doing
two
questions
that
would
help
me
one.
You
can
get
me
at
another
time,
I'm
curious
about
how
many
people
are
currently
recruiting
and
if
we
add
these
additional
folks
that
then
we
have
them
be
more
focused
on
certain
areas.
I'd
like
to
just
have
a
comparison
like
how.
J
J
I
And
then,
second
of
all,
I
think
for
transparency's
sake
and
just
to
reiterate,
I
had
seen
last
year
that
the
council
had
made
an
allocation
for
the
ambassadors
that
would
help
with
frankly,
security
that
was
more
related
to
kobut.
It
sounds
like,
as
we've
transitioned
we've
seen,
that
those
were
good
things
anyway
to
do
so.
Could
you
talk
a
little
bit
about
that
because
it
seemed
like
in
the
public
mind,
it
was
directly
related
to
covet,
and
I
think
we've
learned
some
things
from
covet
so
give.
A
A
We
want
to
make
sure
that
our
employees
feel
safe
and
are
able
to
provide
the
service
and
that,
as
you
said,
they're
value
driven
people
that
they're
here
to
provide-
and
we've
learned,
unfortunately,
that
one
of
the
byproducts
of
the
behavior
of
the
last
two
years
is
a
need
to
provide
more
safety
for
employees.
So
in
our
libraries
down
at
the
front
desk
various
places,
and
so
that's
where
I'd
say
it
wasn't
coveted
masking
policies.
It
was
the
need
to
protect
our
employees
in
the
face
of
behavior
from
those
who
were
entering
our
buildings.
J
Yes,
no,
that's
that's
exactly
right
and,
and
the
really
exciting
side
benefit
has
been
the
ability
to
provide
better
customer
service.
I
mean
you've
met
our
security
staff,
they're
lovely
people
and
and
can
be
do
security
when
they
need
to,
but
they
can
also
really
help
people
in
our
community
sort
of
navigate
where
they
need
to
go
and
and
for
them
to
feel
comfortable
being
here.
A
And
the
other
I'll
say
to
the
other
benefit
of
having
these
folks
be
our
employees.
Is
that
they're
accountable
to
us,
and
so
they
go
through
our
employee
training
they
un.
They
know
because
they
feel
part
of
the
team
and
the
folks
that
they're
working
alongside
in
all
of
our
buildings
and
then
they're
interfacing
with
the
public
in
a
way
that's
better
reflective
of
the
city
of
boise's
values,
while
doing
their
job
of
keeping
our
employees
safe.
F
F
We
have
a
healthcare
trust
board
which
makes
a
fair
number
of
decisions
about
those
benefits
we
used
to
have
a
wages
and
benefits
team,
which
was
representative
of
each
of
the
departments
and
elected
by
employees
of
of
that
department.
Are
we
thinking
about
bringing
anything
like
that
back
so
that
we
can
ensure
that
as
we
make,
these
changes
we're
getting
input
from
all
over
the
organization?
J
President
clegg,
there,
it's
sort
of
anything
is
on
the
table
really
because
so
much
has
changed.
That's
why
I
get
excited
about
it.
So
much
has
changed
that
everything's
possible
and
then
we
just
have
to
say:
okay,
based
on
all
these
different
outcomes,
we're
after
what
is
the
best
path
forward.
It
could
certainly
be
something
like
that.
We
also
have
sort
of
a
focus
on
the
compensation
team
and
bringing
that
person
into
the
toll,
rewards
team,
so
kind
of
that's
part
of
the
restructure
as
well.
J
D
C
D
J
G
Madam
mayor,
quick,
follow-up,
if
you
okay,
thank
you,
madam
mayor.
One
thing
that
I
have
encountered
is
I
I
get
folks
contacting
me
all
the
time
for
recommendations
for
potential
board
members,
that
sort
of
thing
and
something
that
I've
come
to
do
is
I'm
starting
to
ask
questions
about
the
organization.
G
Are
they
ready
to
receive
a
diverse
workforce?
Where
are
they
in
their
dei
training?
That
sort
of
thing-
I
don't
know
if
you
would
know
that
sarah,
but
I
think
that's
something
that
I
would
consider
in
terms
of
referring
folks
and
I
I'm
not
quite
sure
where
we
are
not
here
at
the
city
of
boise.
I
know
it's
something
that
we've
been
working
on.
It's
I
think
it
has
been
focused
on
hr.
So
that
would
be
a
question
that
I
have
about
that
yeah.
J
And
I
would
just
comment
council
member
sanchez,
the
exciting
part
again
of
doing
our
in-house
recruiting.
Ultimately,
if
we
can
move
in
that
direction,
is
we
get
to
decide
that
we
could
have
more
control
over
who
we're
looking
for
and
how
we're
looking
for
folks?
So
that's
part
of
us
trying
to
build
that
capacity.
Ourselves.
Yeah.
G
One
thing
that
again,
I
come
from
civil
rights
investigator
background
and
the
euphemisms
that
people
use
to.
Let
people
know
that
they're
not
going
to
get
the
job
or
they
are
going
to
be
fired,
is
not
fitting
in
it's,
not
a
good
fit,
which
tends
to
be
code
for
a
number
of
things.
So
you
know
just
something
to
be
aware
of.
I
hope
we
don't
use
that
terminology
and
if
we
do,
I
hope
we
change
yeah.
L
L
L
We've
had
a
cashiering
system
that
I
think
was
over
20
years
old,
that
we
were
utilizing
that
was
supported
by
one
man
of
his
garage,
and
so
we
were
successfully
able
to
replace
that
system.
Just
a
few
months
ago
we
went
live
and
that
new
cashiering
system
has
a
lot
of
new
technology
integrations,
make
the
process
a
lot
more
seamless
for
our
permanent
licensing
specialist
at
the
up
front
counter
and
hopefully
make
the
customer
experience
better
as
well.
In
addition,
we
continue
to
enhance
our
permanent
licensing
system.
L
As
you're
well
aware,
we've
also
had
a
lot
of
ordinance
new
ordinances
this
past
year,
as
well.
A
lot
of
license
type
changes.
There's
been,
you
know
a
lot
of
policy
work.
A
lot
of
support,
that's
gone
into
those
a
lot
of
policy
implications.
A
lot
of
outreach
fee
analysis
system
enhances
a
lot
of
staff
training
and
a
lot
of
standard
operating
procedure.
Development.
That's
gone
along
with
a
lot
of
those
new
organs
as
well.
L
L
The
next
year
again,
we'll
be
continuing
to
focus
on
process
people
and
technology,
the
resources
that
we've
requested
or
continue
to
address
service
levels
and
the
growth
that
we're
seeing
at
the
city
as
we
grow
staff
at
the
city.
We
we
in
other
departments
that
has
implications
for
the
internal
service
departments
and
our
ability
to
service
those
departments.
So
we
need
to
add
staff
to
address
those
workloads
and
maintain
those
service
levels
as
well
as
we
just
want
to
continue
to
enhance
our
capabilities.
L
And
so
we've
recognized
the
importance
of
having
standard
documents,
standardizing
documentation
and
procedures
and
having
all
that
written
down
and
available
so
that
we
can
handle
those
shifts
in
our
workforce
and
that
turnover
and
so
we'll
be
continuing
to
focus
on
that
in
the
next
year.
As
well
as
continuing
to
do
diligence
on
our
erp
and
whether
we
need
to
replace
our
our
erpr
upgrade.
We're
coming
to
the
end
of
our
current
useful
life
of
our
current
version
of
our
erp
system.
L
And
so
that's
a
decision
that
we'll
have
to
be
making
fairly
quickly.
Here
and
again,
we
want
to
continue
to
be
able
to
develop
our
people
and
develop
our
processes
and
our
technology
as
much
as
possible
to
continue
to
support
any
new
initiatives
that
the
mayor
and
city
clerk
have
on
new
ordinances
and
license
types
as
well.
So
that's
what
we'll
also
be
focused
on
in
the
next
year,
thanks.
F
Thanks,
first
of
all,
I
want
to
thank
you
and
eric
and
everyone
for
the
really
great
work
you
did,
helping
the
various
cities
around
the
state,
understand
the
property
tax
issue
and
be
able
to
respond
to
it.
Although
we
didn't
prevail
with
a
homeowner's
exemption
increase,
I
think
the
information
was
incredibly
valuable
and
forestalled,
maybe
some
other
legislation
that
would
would
have
made
things
worse.
So
thanks
really
appreciate
it.
F
My
question
actually
is:
is,
I
guess
somewhat
of
a
comment
given
the
staffing
that
we're
facing
right
now,
given
all
of
the
things
that
we're
asking
staff
to
do
given
all
of
the
issues
involving
inflation
and
others?
Is
there
any
way?
I
I
recognize
that
our
erp
probably
wasn't
the
best
choice
when
we
made
it,
we
probably
do
need
to
upgrade,
but
having
lived
through
that,
I
don't
know
that
we
want
to
go
through
it
in
a
time
when
we're
not
fully
staffed
and
and
when
we
have
all
these
other
things
going
on.
F
So
my
question:
is
there
a
way
to
extend
for
a
year
so
that
we
can
have
some
time
to
really
prepare
for
that
change
because,
as
I
remember
the
last
time
it
was,
it
was
difficult.
I
know
we
lent
audit
staff
to
it.
We
as
a
city
council,
there
were,
and
it
took
a
year
and
some
to
even
really
get
back
up
and
running
fully.
So
I
I
I
understand
that
we
probably
need
to
do
it,
but
boy.
It
gives
me
heartburn
to
think
about
doing
it
at
this
time.
L
Absolutely
councilmember
clegg,
I
feel
the
exact
same
way
as
you
do.
It
gives
me
a
little
bit
of
heartburn
sleepless
nights
thinking
about
implementing
a
new
area
erp
system
as
well.
That's
why
we
are
doing
our
due
diligence
right
now.
We've
been
doing
ongoing
for
this
past
fiscal
year
as
well.
Is
we
want
to
make
sure
that
we're
very,
very
well
prepared
myself,
sarah
alex
others,
the
mayor's
office,
we're
meeting
pretty
regularly?
We
have
a
team
to
understand
exactly
what
implementation
will
look
like
how
many
backfill
resources
we'll
need.
A
M
My
name
is
alex
winkler,
I'm
the
chief
information
officer
and
the
director
of
the
I.t
department.
Over
the
last
couple
years,
we
have
focused
on
a
new
staffing
framework.
What
we've
tried
to
do
is
transition
from
a
jack
of
all
trades
to
a
specialized
model
to
offer
jobs
and
positions
that
are
more
in
line
with
industry
standards
to
modernize
the
jobs
in
the
it
department.
So
what
you've
approved
of
a
recent
history
in
the
last
three
years
is
those
more
specialized
positions.
M
What
we
focused
on
this
last
year
is
hiring
to
those
and
then
in
turn,
transitioning
work
to
those.
So
that's
just
been
such
a
gift
that
the
city
has
provided
for
not
only
our
department
but
for
the
city
as
a
whole,
because
we've
been
able
to
put
that
staffing
model
in
place,
not
only
that,
but
you've
also
approved
augmentation
money.
So
for
our
data
and
dev
teams,
we
had
a
lot
of
tech
debt.
So
what
we've
been
able
to
do,
because
we've
hired
some
contract
support,
is
to
really
work
on
some
of
that
tech.
M
Yes,
I've
heard
before
oh,
I
appreciate
that
technical
debt.
So
what
that
means
is-
and
I
appreciate
that
what
that
mean
what
that
means.
Is
you
know
how,
if
you
were
to
be
just
not
doing
the
regular
upkeep
regularly
over
time
it
just
kind
of
piles
up
like
what,
if
you
just
kept
putting
stuff
from
your
house
into
your
garage
and
it
just
keeps
piling
up
and
you
never
take
care
of
it.
That's
to
me
kind
of
how
I
see
tech.
M
That
is
just
that
piled
up
massive
foundational
work
that
must
be
kept
up
year
over
year,
but
when
you're
so
busy
working
on
projects
and
new,
sometimes
you
don't
allocate
enough
time
to
do
that
kind
of
foundational
work.
So
that's
what
we've
been
able
to
do
with
the
augmentation
money
that
we've
been
provided
by
council
over
the
last
year.
Thank
you
any
other
questions.
Sometimes
I
use
terms
I'm
working
on
it.
Thank
you.
So
we've
transitioned
in
this
year
to
hiring
those
positions
as
well
as
transitioning
work
to
these
specialized
positions.
M
We've
also
been
working
on
the
city
broadband
work,
as
you
well
know.
We
recently
two
weeks
ago,
updated
you
on
that,
so
some
of
your
investment
went
to
a
feasibility
study
of
what
would
it
take
to
build
a
city
broadband
network
in
addition
to
that,
we've
been
working
on
a
hybrid
working
environment.
So
what
that
means
is
that
we've
normalized
home
equipment
issue.
We
have
city
employees
that
work
as
much
from
home
or
maybe
three
days
here,
two
days
at
home,
which
means
that
you
have
to
have
a
workspace
that
allows
for
that.
M
So
we've
normalized
that
updated
all
of
our
conference
rooms
and
are
continuing
to
improve
that
to
allow
for
hybrid
meetings
all
the
time
every
day,
as
well
as
improved
and
changed
our
help
desk
support
model
in
in
response
to
the
hybrid
working
environment
as
well.
Our
facilities
team
has
been
hard
at
work
over
the
last
year
or
so
providing
the
I.t
department
the
third
floor
just
over
there
with
a
new
flexible
workspace.
M
So
it's
a
bit
of
a
pilot
project
and
what
we've
done
is
completely
reconfigured
the
it
department
to
allow
for
more
of
a
hybrid
working
where
we
focus
on
concentration
at
home
and
collaboration
in
the
office.
So
we're
trying
to
balance
that
and
really
work
on
innovative
ways
to
work
in
the
I.t
department
and
then
with
our
cross-functional
teams
to
really
optimize
concentration
and
collaboration.
M
We
continue
to
modernize
and
improve
our
cyber
protection,
as
we
talked
about
last
week
at
work
session,
including
endpoint
protection,
updated
cyber
security
insurance
penetration
testing,
where
people
try
to
get
in
unsuccessfully,
thankfully
tabletop
exercises
to
improve
our
and
continue
to
train,
to
maintain
our
cyber
posture
as
well.
Our
infrastructure
team
has
been
hard
at
work.
Updating
our
wireless,
like
wi-fi
access
points,
as
well
as
the
airport
data
center.
M
We've
also
been
working
on
application
modernization
and
we
will
always
that
is
one
of
our
most
important
jobs
in
the
it
department
is
to
constantly
look
and
scan
the
horizon
and
meet
our
business
needs.
So
just
a
few
highlights
on
application.
Modernization
we've
continued
to
enhance
and
work
with
contractors
to
do
so.
Our
permitting
and
licensing
system
we've
been
working
on
better
software
asset
management
so
that
we
understand
how
many
licenses
we
need
to
manage
what
the
cost
of
those
different
software
assets
are.
M
We've
improved
or
excuse
me,
we've
extended
the
reach
of
our
maintenance
management
system
called
viewworks.
We've
been
collaborating
with
the
hr
department
and
the
finance
department
on
a
time
and
attendance
system
all
year
and
as
well
been
working
on
the
due
diligence
that
linda
mentioned
for
the
erp
and
hrms
systems,
so
all
told
we've
been
participating
in
48
different
projects
that
required
it
resources
this
year.
So
thank
you
for
your
investment
in
us.
M
It
will
continue
to
bear
fruit
this
next
year.
Now
that
we
get
the
humans
in
the
new
positions,
it's
brand
new
work
right.
So
it's
really
important
that
we
create
the
operational
processes
and
really
make
sure
that
we
are
wickedly,
transparent
and
visible
in
terms
of
what
are
things
costing?
What
work
are
we
doing
so
our
focus
over
this
next
year
with
respect
to
transparency,
predictability
and
visibility
are
to
improve.
How
do
we
manage
different
enhancement?
Requests
like
hey?
Can
we
have
a
widget
to
do
that?
Can
we
have
a
report
to
do
that?
M
We
stand
to
improve
in
that.
How
do
we
manage
our
backlogs
and
make
them
visible
to
the
departments
that
need
work
from
us?
How
do
we
develop
road
maps
of
these
improvements?
These
business
system
improvements
that
we
need
to
do
over
the
next
five
years.
We're
really
going
to
focus
on
making
that
transparent
and
managing
things
are
our
systems
over
their
life
cycle.
M
M
M
I
intend
to
over
time
have
an
increased
level
of
transparency
when
it
comes
to
software
costs,
whether
they
be
hardware
or
or
software,
we
will
be
investing
a
little
bit
more
in
licenses
taking
on
more
sustainable
costs
in
it
department,
gis
servers,
pcs
and
laptops
all
of
those
different
hardware
pieces.
As
we
see,
inflation
go
up,
the
cost
of
replacing
that
is
also
going
up
and
we
will
be
transitioning
the
sustainment
of
new
software
to
ic
support
as
needed
and
then
finally,
with
workforce
development.
M
Just
because
we
have
new
people
in
new
positions
doesn't
mean
they
automatically
magically
know
everything
they
need
to.
We
will
be
focusing
on
continued
workforce
development
specialized
trainings
for
the
different
systems
that
they're
taking
on
a
couple
promotions
that
have
long
been
overdue
and
certifications
for
their
new
roles.
So
that
is
what
we've
been
asked.
We've
asked
the
council
to
help
us
invest
in
next
year.
G
M
Madam
mayor
councilmember
sanchez,
it
looks
like
people
at
the
city
not
just
walking
into
city
hall,
west
and
a
human
walking
to
a
desk.
How
do
we
communicate
over
teams?
How
do
we
submit
tickets?
How
do
we
have
a
conversation
over
the
phone?
Do
they
have
the
phone
in?
You
know
in
the
the
number
to
call,
so
it
just
means
a
more
flexible
model
of
multi-channels
coming
into
the
the
help
desk
that
we
have.
Does
that
answer
your
question
yeah.
G
G
A
F
Yeah.
Thank
you
thanks.
It's
good
to
see
you
again
my
question
and,
and
I
appreciate
your
comment
that
you
intend
to
make
the
software
cost
more
transparent.
My
question
has
to
do
with
that.
As
we've
seen
all
of
the
software
go
to
subscription
service,
my
assumption
is
that
that
is
increasing
our
costs
and
are
there
any
collectives
or
any
ways
to
kind
of
ameliorate
that
that
growth
and
cost
over
time
that
you
know
of.
M
The
the
short
answer
is
application
rationalization.
Madam
mayor
council,
president
clay,
thank
you
for
the
question
as
we
make
things
transparent
over
the
next
year,
as
we
really
understand
our
cost,
that's
not
the
end
of
it.
What
we
need
to
then
do
is
analyze
that
and
take
action,
so
the
first
step
is
knowing
what
the
what
it
is
and
how
it's
changed
over
time.
It
might
be
that
next
year's
our
first
baseline
and
then
we
continue
to
contract
that
over
time.
M
One
of
the
things
we've
been
talking
a
lot
about
as
directors
is:
how
do
we
make
decisions
about
individual
software
decisions
that
make
sense
in
the
context
of
the
larger
city
over
time
the
it
department
has
worked
with
each
individual
direct
department?
Okay,
what
we
need
to
do
is
have
more
enterprise
governance
and
bring
those
to
that
decision
making
together,
so
that
when
we
decide
to
invest
in
a
new
point
solution,
we
look
at
the
enterprise
and
say
hey.
Maybe
three
of
us
shouldn't
buy
a
different
texting
tool.
M
Maybe
we
should
buy
an
enterprise,
twilio
license
or
whatever
texting
solution.
We
do
and
then
apply
it
citywise.
That
alone
will
help
us
reduce
cost,
and
we
aim
to
get
there
by
not
only
establishing
transparency,
but
looking
at
how
do
we
do
enterprise
governance
for
different,
like
clusters
of
technologies.
K
K
Okay,
well,
let's
try
this
again.
I
am
here
to
now
finally
give
you
a
briefing
on
the
state
of
the
legal
department.
I
am
happy
to
report.
Unlike
my
I.t
capabilities,
we
have
been
able
to
forward
a
structure
and
a
restructuring
plan
for
the
legal
department,
taking
advantage
of
the
new
ftes
that
were
approved
last
year
in
the
budget
and
levering
leveraging
some
salary
savings
from
some
retirements
in
the
department
as
well.
K
We
were
able
to
restructure
all
three
divisions:
that's
public
safety,
the
municipal
team
and
the
criminal
division,
and
able
to
improve
workflow
maximize
services
and
efficiencies
and
provide
a
career
path,
development
for
our
staff
and
attorneys.
I'm
also
happy
to
report
that
the
case
management
system
is
on
track
for
implementation
in
spring
of
23.
K
Again,
that
is
the
number
one
city
priority
for
the
last
two
years
on
the
work
plan.
As
the
criminal
system
has
been
sun
setting,
we
were
able
to
leverage
that
opportunity
to
not
only
get
a
new
criminal
case
management
system,
but
to
include
the
municipal
and
public
safety
divisions
as
well
and
finally,
as
part
of
our
accomplishments.
K
So
as
the
city
grows,
so
do
the
needs
of
legal
to
ensure
quality
services
to
the
department
to
the
city
and
to
our
community.
You
know,
as
the
airport
expands
as
water
renewal
moves
forward
and
other
work
plans
and
initiatives.
The
need
for
an
additional
municipal
attorney
is
warranted
to
continue
to
to
support
those
those
endeavors
also
requesting
a
paralegal
to
provide
support
services
not
only
to
our
attorneys,
but
also
to
the
city.
Systemic
demands
that
our
paralegals
support
at
this
time.
K
Also
asking
for
consideration
of
a
victim
witness
coordinator.
You
know
if
you
look
at
the
12
000
misdemeanors,
that
we
processed
last
year
and
3
500
infractions.
Many
of
those
crimes
do
involve
victims,
whether
it
be
theft,
battery
vandalism
or
alcohol
and
drug
related
crimes.
You
know
bpd
does
an
excellent
job
of
providing
victim
services
during
an
investigation,
but
one
does
not
stop
being
a
victim
once
it
hits
the
court
system,
so
this
position
would
reach
out
to
those
individuals
to
provide
support
services,
court
dates
and
status
updates
on
the
cases
and
also
coordinate
restitution.
K
Again,
we
are
here
to
ensure
that
the
people
people
at
their
most
vulnerable
when
they
are
the
most
vulnerable,
are
also
able
to
access
the
resources
that
they
need
not
only
for
our
own
responsibility,
but
also
our
responsibilities
under
the
victim
rights
act.
Finally,
our
ask
is
for
an
investigation
fund.
As
you
know,
there's
been
an
increase
in
litigation,
not
only
in
numbers
but
also
in
complexity.
K
G
G
I
would
I
would
ask
if
we
could
make
sure
that
that's
somebody
that
we
would
ask
to
have
bilingual
abilities
just
because
those
situations,
as
you
know,
can
be
so
traumatic
and
then
to
have
the
difficulty
of
not
being
able
to
communicate
with
somebody
who's
in
a
position
of
wanting
to
help.
I
think
it
would
be
great.
I
don't
know
the
legalities
of
putting
a
requirement
on
that,
but
I've
been
the
bilingual
person
everywhere.
I've
been
so
I
know
it's
been
helpful
to
have
somebody
who's
able
to
speak
more
than
one
language.
B
F
K
F
K
D
K
A
D
C
C
C
C
C
C
N
N
In
addition,
in
this
past
year,
of
course,
investments
in
housing
and
those
include
the
addition
of
four
staff
members
within
our
housing
and
community
development
team
to
help
on
all
kinds
of
policy
and
programmatic
work
on
the
housing
side
of
things,
council
made
that
investment
in
the
in
the
last
year
and
then
also
some
new
developments,
including
moda,
franklin
and
state,
and
arthur
and
celebration
acres.
I
note
those
three
which
are
on
the
map
that
you
have
here:
mota
franklin
being
number
two
on
this
map,
state
state
and
arthur
being
number
eight
in
celebration.
N
In
that
particular
case,
modafranklin
consists
of
a
total
of
205
dwelling
units.
184
of
those
are
affordable
for
people
making,
60
or
less
of
area
median
income.
Moda
franklin
also
includes
20
units
of
permanent,
supportive
housing
and
our
total
investment
in
that
so
184
units,
including
some
permanent
supportive
housing,
is
less
than
30
000
per
unit,
which
is
a
great
value
for
that
investment
in
affordable
housing.
N
As
good
as
any
you'll
see
anywhere,
so
that
was
a
a
lot
of
progress
there
this
year
in
the
coming
year,
we
want
to
continue
with
the
permitting
enhancements.
I
spoke
to
council,
of
course,
during
your
work
session
last
week
and
spoke
to
some
of
these
things,
including
the
work
that
we'll
be
doing
in
the
current
fiscal
year
to
really
actually
expand
our
engagement
with
a
private
company
to
essentially
critique
and
change
our
processes
to
the
degree
they
need
changing.
N
We
are
committed
to
seeking
to
do
this
work
better
than
anyone
and
that
involves
getting
down
into
the
weeds
of
how
our
processes
work
as
it
relates
to
permitting
and
how
they
engage
with
other
departments
and
other
agencies
that
are
part
of
the
process
of
permitting
any
construction
in
the
city.
So
we
have
a
group
of
staff
that
is
very
dedicated
and
and
excited
about
evaluating
how
we
work
such
that
we
can
change
it
to
do
better
and
obviously
the
whole
purpose
there
is
to
enhance
our
customer
service
also
in
the
current
fiscal
year.
N
Really
is
our
mechanism
for
for
building
a
city
that
that
achieves
all
the
things
that
we
want
to
for
boise
and
then
using
the
zoning
code.
Of
course,
as
a
as
a
way
of
of
aligning
our
regulations
to
that
future
city.
We're
seeking
to
build,
then
some
additional
housing
investments
in
the
coming
fiscal
year,
which
would
include-
and
I
presented
last
week,
of
course-
that
snapshot
of
the
kind
of
full
picture
around
what
we
see
the
public
investments
would
be
in
achieving
our
housing
strategy.
N
Also
on
that
snapshot,
I
gave
you
last
week
included
some
additional
funding
for
our
path
home
in
serving
the
homeless
population
in
the
city
and
then
also
adding
what
we're
proposing
this
year
is
to
add
another
position
within
planning
that
would
be
someone
dedicated
to
assisting
any
affordable
housing
development
as
it
navigates
through
the
permitting
process.
The
point,
of
course,
being
we
want
to
concentrate
on
making
people
helping
people
that
are
building
affordable
housing,
get
through
the
permitting
the
entitlement
and
permitting
process
as
quickly
as
they
can,
so
we
are
making
that
our
highest
priority.
N
We
have
two
project
managers
right
now
in
the
planning
department
who
do
a
phenomenal
job,
helping
projects
get
through
the
process
they're
just
overwhelmed.
We
have
so
much
happening
in
the
city
and
many
priorities,
honestly
that
relate
to
economic
development
and
and
services
that
we
want
to
see
built
in
the
city.
So
we
want
to
add
a
person,
that's
dedicated
to
affordable
housing,
and
that
is
my.
I
am
not
going
to
speak
about
the
library.
I
will
stick
to
planning
and
answer
any
questions
you
have
about
that.
I
Madam
mayor,
thank
you.
I
know
we
got
a
lot
of
information
last
week,
so
I
appreciate
this
as
a
bookend,
I'm
trying
to
get
a
handle
on
how
much
money
is
currently
allocated
in
the
land,
trust
and
then
how
much
we've
spent
of
that,
and
you
probably
don't
have
that
off
the
top
of
your
head.
But
if
you
could
give
me
some
perspective
on
that,
that
would
be
helpful.
N
Well,
what
I
could
give
you
some
perspective
on
is
is
what
was
what
was
spent
in
the
in
this
pa
in
the
current
fiscal
year
and
then
what
we're
anticipating
in
the
coming
fiscal
year.
So
in
the
in
the
current
fiscal
year,
we
were
right
at
about
seven
million
dollars
total,
and
that
was
for
projects
that
were
ones
that
I
just
spoke
to:
moda
franklin,
state
and
arthur,
and
then
malad
that
is
in
the
current
year
and
then
in
the
coming
year,
we're
anticipating
something
in
the
neighborhood
of
five
million
dollars.
N
We
will
come
to
you
for
that
when
we're
ready
for
it
as
it
relates
to
to
specific
projects
and
included
in
that.
What
we'll
bring
to
you,
of
course
is
is
the
funding
strategy
for
any
affordable
housing
related
project
that
we
bring
to
you,
and
I
mentioned
that
just
because
the
funds
could
come
from
different
places
as
we
discussed
last
week.
N
I
N
Encumbered
in
the
in
the
in
the
the
5
million
in
the
current
year
would
be
additional
funding,
so
it
would
be.
It
would
be
in
addition
to
the
5
million
yeah,
okay
and-
and
one
of
the
reasons
I
presented,
that
full
picture
to
you
last
week
is
so
that
you
could
see
the
extent
of
where
we're
headed
with
this.
I
don't
you
know,
I
really
don't
want
to
keep
coming
to
you
with.
C
F
N
Yes,
thank
you
for
asking
that
question.
We
do
have
a
position
in
the
in
the
this
coming
year:
fiscal
fiscal
year,
23
budget,
an
additional
person
for
that
group.
I
do
feel
as
though
that
that
that
group,
the
planners,
we
have
some
really,
as
you
know,
highly
skilled
people
there
who
have
been
working
substantially
on
the
zoning
rewrite,
but
but
will
also
be
working
very
much
on
the
design
for
boise
and
and
they
do
need
assistance
so
we're
looking
at
how
best
to
organize
that
group.
It's
been
current
planning
and
comprehensive
planning.
N
As
you
know,
for
a
while,
there
was
a
time
in
boise
when
it
was
not
that
way.
It
was
just
one
group,
so
we're
evaluating
the
organization
of
that
group
such
that
we're
getting
the
highest
quality
projects
out
of
our
out
of
our
entitlement
process,
but
also
that
we
are
able
to
accomplish
what
we
must
this
year
as
it
relates
to
the
design
for
boise.
So
we
have
one
additional
position
and
we're
looking
at
how
best
to
organize
that
group.
So
we
can
be
successful
on
all
these
things.
G
Madame
yes,
thank
you.
Thank
you
tim.
I
had
the
opportunity
to
briefly
chat
with
you
at
an
event
not
too
long
ago
and
really
enjoyed
our
conversation
appreciate
the
background
that
you
come
from
in
doing
this
work
and
one
of
the
things
that
you
said
that
I
really
admired
and
appreciated
was
that
in
your
your
previous
gig
dei
was
just
was
discussed
about
everything
that
that
your
city
did,
and
I
appreciate
having
somebody
in
your
position
come
from
that
type
of
background,
where
it's
just
normal.
G
It's
not
unusual,
it's
not
an
add-on,
and
you
know
council,
member
willets
and
I
recently
had
the
opportunity
to
tour
the
irma
hayman
house.
I
think
my
other
colleagues
did
as
well
and
it
was
wonderful
to
have
arts
in
history
share
with
us
how
that
part
of
boise
was
shaped
and
it
was
policy-wise.
You
know
people
of
color
didn't
choose
to
live
on
ash
street
and
river
street,
that's
where
they
could
live,
that's
where
they
could
purchase
homes
and
as
we
move
forward
with
the
zoning
code
rewrite.
O
Thank
you,
madam
mayor
members
of
council.
It
is
always
a
pleasure
to
be
here
talking
about
the
public
library,
I'm
going
to
talk
to
you
about
some
of
the
focus
that
we've
had.
That
has
really
bridged
both
fy
22
the
year
that
we're
currently
in
and
leading
us
forward,
and
when
I
think
about
the
investments
and
the
impact
that
we
had,
I
really
think
of
them.
In
three
areas,
we've
been
focusing
on
improving
access
to
materials.
O
O
O
We
see
so
much
of
our
users
wanting
to
have
us
a
fluid
transition
between
the
online
and
the
in-person
experience
and
having
this
app
has
enabled
that
we've
also
really
benefited
in
that
increased
programs
and
services
from
our
continued
partnership
with
parks
and
rec,
which
has
made
our
story
times
available,
not
just
in
our
locations
but
in
our
community
parks.
Boise
is
just
such
a
beautiful
location
and
having
the
ability
to
have
that
outdoor
and
indoor
programming
year
round
has
has
really
enabled
us
to
reach
more
kids
and
families.
O
We've
also
really
focused
on
helping
provide
a
community
for
everyone
to
live
work
and
play.
We've
done
a
lot
of
partnership
work
with
central
district
health
with
jesse
tree
our
path
home
they're,
having
pop-up
meetings
in
our
facilities,
because
we're
in
health
screening,
because
we're
able
to
help
reach
a
demographic
and
able
to
have
people
come
into
a
location
and
have
that
sort
of
wraparound
service.
O
Come
in
for
health
screening
and
we'll
get
you
some
materials
on
how
to
you
know
healthy
recipes
or
how
to
take
care
of
your
family
and
we're
also
doing
more
small
business
support.
With
our
information
and
home-based
services
team
and
finally,
I'm
just
so
thrilled
that
you
all
approved
earlier
this
year,
a
new
position
for
the
library
which
is
a
mental
health
coordinator
and
that
person
will
start
on
may
31st
and
when
they're
on
board,
we'll
make
sure
you
get
a
chance
to
meet
them
and
then
also
we've
been
really
focused
on.
O
You
know
having
safe
welcoming
facilities
for
all
you
heard
about
the
partnership
we
have
with
the
security
team.
That
has
really
enabled
us
to
work
to
have
that
facility,
for
so
that
my
staff
can
focus
on
providing
library
services
and
know
that
we've
got
the
a
security
team
that
works
with
this
holistically
and
as
part
of
our
team
and
then
with
it.
We've
really
been
able
to
increase
our
broadband
by
having
wi-fi
outside
of
all
our
locations,
part
of
in
during
the
pandemic.
O
We
also
put
in
outdoor
furniture
because
we
see
how
people
are
using
our
library
facilities
indoors
and
outdoors
as
we
go
forward
this
year.
We
are
still
with
those
same
area
of
focus
so
in
our
improved
access
to
materials.
You'll
see
some
requests
that
we
have
one
for
what
we
call
a
ils
discovery
layer,
and
I
was
told
library
terminology
is
very
particular:
it's
an
enhanced,
catalog
search
so
that
when
you
are
searching
for
materials
people
want
to
you
know
you
want
to
be
able
to
do
that
on
their
own.
O
This
is
a
tool
that
will
help
enable
that,
and
then
we're
also
looking
at
an
automated
sorter
that
will
reduce
some
of
the
time
that
staff
actually
need
to
move
books
around
which
enables
us
to
have
more
of
that
public
interaction.
It's
a
much
higher
use
of
their
time
by
engaging
with
the
public,
as
opposed
to
moving
books
from
cart
to
cart.
O
We
are
right
now
working
with
our
board
of
trustees
on
a
new
strategic
plan,
and
so
the
increased
programs
and
services
will
have
an
area
of
focus
as
we
look
at
what
are
the
things
that
the
community
wants
us
to
do
to
provide
for
them,
and
then
we're
also
really
focused
on
that
self.
That
safe
welcoming
facilities,
particularly
you'll,
see
some
investments
at
our
downtown
location
when
there
was
the
new
the
project
that
would
replace
that
library,
there
hadn't
been
investments
in
that
building.
O
Obviously,
you
know
our
ada
compliance,
but
that
youth
service,
that's
that
library
is
where
we
see
families
growing
up.
You
know,
kids
coming
in
this
is
the
first
library
that
they
have
been
to
so.
A
lot
of
the
investments
you'll
see
on
the
first
floor
are
focused
on
you
know,
making
that
an
accessible
building
but
really
prioritizing
our
youth
programming
and
and
how
we
service
our
youth
and
then
also
that
we'll
have
some.
O
What
we're
trying
to
do
is
over
time,
move
our
staff
as
far
up
the
building,
so
so
we're
going
to
do
some
fourth
floor
staff
workspace
because
the
more
we
can
do
public
space
on
first,
second
and
third,
the
more
we'll
be
able
to
meet
the
demand
of
our
growing
community
and
with
that.
Thank
you
for
your
investment
in
the
library.
G
Yes,
thank
you
madame
jessica.
Thank
you.
That's
all
so
exciting.
I
just
want
to
highlight
something.
The
last
time
we
were
all
as
a
group
over
at
hillcrest.
I
happened
to
use
the
ladies
room.
I
just
want
to
applaud
you
for
using
every
space
possible
to
do
community
outreach.
I
was
blown
away
by
being
in
the
ladies
room
and
there
was
so
much
information
in
there,
which
I
think
is
great
for
those
folks
who
might
be
inhibited
from
approaching
an
individual
to
ask
for
information.
G
A
O
It
is
a
safe,
you
know,
you're
enclosed
in
a
stall,
and
so
you
can
copy
down
a
number.
The
other
thing
that
my
staff
has
done
is
put
together
a
so
a
bookmark
of
resources
that
you
may
not
want
to
be
seen
asking
a
staff
person
about.
I
mean
you
can
just
go
by
a
desk
and
pick
it
up
and
it'll
give
you
call
numbers
if
you're
interested
in
a
specific
topic,
but
don't
feel
comfortable.
O
O
D
I
I
mean
our
family
are
like
library,
super
users.
We
check
out
so
many
books,
we've
saved,
probably
tens
of
thousands
of
dollars
using
the
library.
So
thank
you
for
all
of
the
service
you've
given
us
from
like
our
kids
being
little
toddlers
to
now,
and
I
just
want
to
give
a
big
shout
out
for
anyone
who
was
not
able
to
attend
the
summer
reading
and
learning
kickoff
on
saturday
at
jump.
It
was
tremendous.
D
There
were
so
many
people
there,
just
dozens
of
organizations,
kids
playing
in
bands,
librarians
reading
books,
a
cowboy
reading,
a
book
to
kids
sidewalk
chalk
lawn
games
like
it
was.
It
was
so
well
attended,
and
so
I
mean
just
so
successful
in
connecting
people
to
the
various
ways
that
kids
can
stay
engaged
during
the
summer.
It
was
really
cool.
So
congratulations
and
I
hope
that
that
group
is
able
to
come
back
together
next
year
to
do
it
again.
O
Council
pro
tem
weddings,
that
was
a
fabulous
party
to
really
celebrate
summer
reading
and
to
make
reading
a
fun
daily
habit,
because
we
just
know
the
outcomes
that
children
that
are
able
to
continue
to
read
at
grade
level
and
just
what
that
means
to
them
for
their
life
and
their
ability
to
continue
their
education
and
learn
it
was.
It
was
really
fun.
O
We
actually
signed
up
more
than
330
individuals
for
summer
reading.
This
year
we
issued
80
new
library
cards,
so
it
really
was
a
great
outreach
opportunity
for
us
summer.
Reading
actually
officially
kicks
off
tomorrow
with
the
end
of
the
boise
school
district
year.
You're
all
welcome
to
our
downtown
location,
we'll
have
another
party,
but
I
really
appreciate
it,
and
I
I
I
hope
I
selfishly.
I
hope
your
son
appreciated
that
we
had
less
speeches
this
year
than
last.
D
D
F
F
O
O
I
have
a
a
workforce
that
has
a
considerable
amount
of
new
staff
and
staff
that
have
not
done
strategic
planning,
post,
covid,
and
so
we've
really
thoughtfully
built
a
schedule.
We
will
come
back
to
you
later
this
year.
I
will
come
back.
Probably
you
know
I'll
write
a
note
about
like
come
back
with
more
specifics
about
the
timing
on
that,
because
we
do
want
your
input
on.
You
know
our
sort
of
baseline
findings
and
then
what
that
what
that
means
for
us
going
forward
in
terms
of
our
planning
and
programming.
G
G
Q
So
just
a
quick
rundown
of
some
of
our
recent
investments,
as
we
came
to
you
a
couple
of
weeks
ago,
with
an
ibc
using
our
foothills
and
open
space
levy,
funding
to
construct
the
hawkins,
trailhead
and
5.9
mile
loop
is
something
that
we're
very
excited
about,
and
the
response
we've
been
getting
from
the
public
also
is
equally
as
enthusiastic,
providing
access
into
three
different
reserves
that
we
did
not
previously
have
access
to.
So
this
is
really
going
to
be
an
exciting
addition
to
the
preservation
of
our
foothills
and
our
recreational
opportunities
up
there.
Q
Some
of
the
other
improvements
we
did.
We've
done
a
number
of
green
belt
projects
this
past
year,
probably
the
most
visible
one,
would
be
that
americana
to
capital,
where
we
replaced
some
much
deteriorating
asphalt
with
our
concrete
surfacing
and
so
to
weather.
All
of
the
concerns
our
users
have
in
being
shut
out
of
that
location
for
several
months.
Q
Q
This
has
been
in
our
master
plan
for
several
years.
It
also
will
include
adding
an
additional
restroom
and
pavilion
if,
if
you're
familiar
with
ag
pavilion,
which
is
in
between
it's
on
the
west
end
of
julia
davis,
it's
kind
of
in
between
the
band
shell
and
the
zoo,
very
popular
reservation
site
the
whole
western
and
northern
end
of
julia
davis
is
really
a
extremely
popular
low
location
in
the
park
for
events
and
activities.
Q
So
our
hope
is
that
by
improving
the
roadway
and
by
adding
this
access
with
restroom
facilities
and
a
reservable
very
nice
shelter
in
that
location,
that
will
push
some
of
our
events
that
we
have
been
really
shoehorning
in
on
that
northern
end
over
to
that
east
end.
So
we're
excited
for
that
project
to
come
to
fruition
this
and
it's
the
first
of
I
think
three
phases
of
roadway
improvements
that
we'll
be
embarking
on
over
the
next
several
years
at
julie,
davis,
the
america,
the
beautiful
initiative.
Q
This
is
mayor,
mclean's,
sign
on
in
in
2020,
and
this
is
essentially
to
preserve
30
percent
of
our
land
and
water
mass,
our
natural
land
and
water
mass
in
the
city
limits
of
boise
by
the
year
2030..
It
is
a
worldwide
initiative,
but
mayor
mclean
has
adopted
this
locally,
so
we
started
with
a
baseline
in
2020
of
13
of
our
total
landmass
within
the
city
of
limit
within
the
city
limits.
Q
It
meets
starts
to
meet
that
30
for
30
goal,
and
our
internal
goal
was
if
we
could
do
two
percent
every
year,
we
obviously
would
exceed
that
30
percent
by
the
year
2030
and,
as
you
can
see,
we
are
on
track
through
2022
to
to
exceed
that
goal,
so
we're
at
17
in
2022
and
we're
not
done
with
2022.
Yet
we
do
have
a
couple
of
other
projects
that
I
think
will
have
some
influence
on
the
america.
Q
The
beautiful
initiative
as
well
and
then
near
and
dear
to
council
president
clegg's
heart,
is
the
city
of
trees,
challenge
and
the
success
we're
having
with
that.
There
are
two
additions
that
we've
added
to
that
this
year,
we've
added
tree
captains
which
are
essentially
neighborhood
advocates
in
areas
of
the
community,
where
we
have
a
little
less
of
the
tree
canopy
than
what
we
need
to
see
in
that
area.
Q
So
our
tree
captains
act
as
advocates
in
that
area
in
those
neighborhoods
to
try
to
encourage
neighborhood
residents
to
buy
and
plant
trees
or
get
trees
from
us
to
plant.
We
also
started
a
program
where
we
offer
50
tree
coupons
to
a
number
of
nurseries
in
town.
So
if
you
buy
a
tree,
you
get
a
50
off
and
then
we
just
ask
that
you
make
sure
you
go
online
and
then
chart
that
on
our
website,
so
that
we
can
add
that
to
our
list
of
success
in
growing
our
canopy
in
the
community.
Q
Q
Under
this
plan
water
quality
projects
that
we
have
undertaken
this
past
year,
we
have
done
a
number
of
riparian
projects
along
the
boise
river.
In
fact,
we
just
awarded
to
the
eagle
audubon
society
a
foothills,
open
space
and
clean
water
grant
to
do
a
riparian
project
out
in
the
barber
valley
and
with
our
partners
in
public
works.
Q
We
still
have
some
algae
issues
that
we
deal
with,
but
those
are
just
warning
signs,
they're
not
taught
if
the
our
public
works
team
tests
that
daily,
if
they're,
not
toxic,
we
just
recommend
be
careful,
but
we
weren't,
we
didn't
have
to
close
it
because
of
algae,
and
certainly
the
e
coli
numbers
have
been
very,
very
low.
So
it's
working.
We
still
have
to
finish
this
plan
up
right
now.
Q
The
exit
water
coming
out
of
the
second
pond
goes
into
the
farmers
union
canal
and
we're
working
on
a
construction
project
that
would
actually
take
that
to
the
boise
river.
So
there
are
some
permitting
issues
that
we're
working
through
on
that
then
hillcrest
community
center.
This
is
our
kid
city
after
school
program,
we
were
supposed
to
open
this
in
august
of
21,
but
lack
of
staffing
did
not
allow
us
to
be
able
to
do
that
and
it's
the
come
hello
high
water,
we're
opening
this
in
august
of
this
year.
Q
Q
Q
We
have
and
not
bring
in
temporary
or
seasonal
help
during
the
summer
time,
and
I'm
just
very
proud
of
the
work
that
our
team
has
done
out
there.
I
think
we
have
somewhere
around
800
000,
that
we've
been
able
to
bank
between
october
and
march
and
so
the
objective
of
ice
world.
Again.
Madam
mayor
and
council
members,
as
you're
aware,
is
to
create
that
quasi
enterprise
model,
where
we
will
not
ever
not
serve
everyone,
we
will
continue
to
do
that.
Q
No
one
will
ever
be
turned
away
without
an
ability
to
pay
or
utilize
our
services.
Having
said
that,
we
also,
though,
are
created
a
a
revenue
generating
or
for-profit
model
with
ice
world,
so
we
don't
pay
our
indirect
costs
to
the
city,
but
all
of
our
direct
costs
now
are
being
paid
by
ice
world,
so
all
of
their
capital
costs.
So
if
there's
is
a
need
for
a
new
roof,
we
need
to
buy
a
new
roof.
It
has
to
come
out
of
the
profits
of
the
facility.
Q
If
we
needed
his
new
zamboni,
it
has
to
come
out
of
the
profits
of
the
facility,
and
so
again
our
hope
was
coming
into
the
summer.
We
would
be
somewhere
in
that
half
million
range
and
we're
above
that,
so
the
model
is
working
and
again
I
would
say
to
those
that
were
not
happy
that
ice
world
closed
almost
for
two
full
years
they
came
back
and
the
the
worry
we
had
was
all
those
kids.
Q
We
taught
and
learned
to
skate
and
we're
and
we're
preparing
to
become
our
future
figure
skaters
and
our
future
hockey
players
that
we
would
lose
them
and
our
our
learned
escape
program
right
now
has
waiting
lists
through
the
entire
summer.
So
we
weren't
planning
on
doing
learn
to
skate
in
the
summer
time.
We
were
only
going
to
do
it
during
the
winter
time.
Well,
we
have
such
a
demand,
we're
going
to
do
it
in
the
summertime
as
well
and
it'll
be
taught
by
our
full-time
staff.
Q
The
number
of
exhibits
that
we
have,
how
many
staff
should
we
have-
and
we
have
learned
through
this
process,
that
they
were
a
little
bit
short
on
a
couple
of
areas,
particularly
animal
care
and
in
zookeepers,
and
so
again
out
of
the
success
we're
having
at
the
zoo,
we're
proposing
that
we
use
our
increased
revenue
to
be
able
to
pay
for
those
additional
staff
members.
So
I
will
pause
before
I
go
to
my
side.
Hustle.
I
First
of
all,
thank
you.
I
mean
we
love
our
parks,
that's
one
of
the
reasons
that
people
live
in
boise
and
it's
one
of
the
reasons
people
live
in
the
treasure
valley,
so
thank
you
for
making
them
beautiful
and-
and
we
want
more
of
them.
Obviously,
I
I
have
a
question
from
your
longevity
here:
have
we
ever
considered
contracting
out
custodial
services,
or
is
that
something
that's
been
done,
and
then
we
found
that
it
wasn't
helpful.
Q
Q
We
did
find
one
that
was
willing
to
do
it,
but
they
didn't
have
the
number
of
vehicles
they
needed
to
to
accommodate
our
needs,
and
so
we
have
worked
out
an
arrangement
and
changed
an
internal
policy
so
that
they
can
use
our
vehicles
to
be
able
to
address
the
needs
that
we
have,
but
we
have
been
using
a
contractor
for
ie
for
decades.
I
believe
for
different
services,
but
in
particularly
now
where
staffing
is
tough,
but
it's
tough
on
the
contractors
too.
They
have
a
difficult
time
hiring
staff
as
well.
J
F
Thanks
doug,
just
a
shout
out
to
all
the
park,
staff
who's
helped
so
much
on
the
city
of
trees.
Challenge.
It's
been
a
success,
you
didn't
say
so.
The
mayor
did
in
her
speech
were
up
to
13
000
trees
planted
13
500,
which
is
pretty
amazing
given
covet
and
starting
in
this,
and
and
it's
due
to
the
staff
at
the
parks
department
fully
because
they've
been
wonderful.
So
thank
you
questions.
We
need
a
new
facility
at
warm
springs.
Golf
course
we're
doing
well
now
what
what
are
the
plans.
Q
Detail
can
be
provided,
yeah
yeah,
so
the
quicker
timing
perspective.
Thank
you,
madam
mayor.
We
are
working
on
a
new
design
as
we
speak,
and
so
we're
hopeful
that
in
the
next
couple
of
months
we
can
come
back
to
council
with
that
new
design
and
and
kind
of
give
you
an
update
on
where
we're
at
with
that
great
and.
F
F
It
uses
a
lot
of
energy
so
and
I
would
argue
that
that
doesn't
need
to
come
out
of
its
own
revenues,
but
just
want
to
put
that
on
the
table
for
discussion
at
some
point
and
then
finally,
given
the
10-minute
walk
and
all
the
changes
in
the
city
likely
time
to
begin
talking
about
facilities
planning
again
as
well.
Okay,.
G
Q
Madame
mayor
councilmember
sanchez,
we
have
a
very
robust
youth
golf
program:
the
pga
tracks
youth
tee
times
throughout
the
country
and
they're
somewhere
nationally
around
three
percent,
and
ours
are
about
11
percent.
So
we
have
not
only
a
lot
of
youth
golfers,
but
we
also
have
a
very,
very
robust
youth
program.
Q
G
R
Yeah
a
great
job
to
you
and
your
team
as
usual,
no
we're
going
to
have
a
couple
of
conversations
leading
into
you
know
other
budget
and
finance
decisions
with
the
parks,
and
one
of
them
is
the
fees
and
stuff
like
that
as
well.
One
thing
that
might
be
helpful,
I
think
for
me-
and
maybe
other
council
members
to
know,
is
how
many,
how
many
of
our
programs
we're
subsidizing
as
well,
how
many
scholarships
we're
giving
out
how
many
of
the
programs,
where
we
really
never
turn
anybody
away?
Q
D
C
A
We've
we've
asked
doug
to
serve
as
interim
director
for
arts
in
history,
and
I
explained
to
staff
as
part
of
the
team.
A
big
part
part
of
the
reason
is
because
of
the
timing
with
the
budget
process.
I
wanted
to
make
sure
that
the
department
was
well
represented
with
someone
who
has
background
in
the
city
has
been
a
proven
administrator
and
can
lead
the
team
through
the
coming
the
budget
process
that
we're
in
now,
but,
of
course,
the
larger
hearing
and
then
just
decisions
and
implementation.
After.
Q
Thank
you,
madam
mayor
council
members.
I
will
say
to
start
this
off
that
you
have
a
very
solid
team
in
arts
in
history
and
they
have
been
amazing
with
me
over
the
two
to
three
week
period
that
I've
been
in
this
role
of
educating
me
and
bringing
me
up
to
speed
to
prepare
for
the
budgeting
process.
And,
of
course
you
know
our
dfa.
Our
finance
team
has
been
also
extremely
instrumental
in
in
getting
us
to
this
point.
Q
The
other
one
is
this
piece
behind
this
beautiful
piece
is
called
community.
That's
painting
behind
you
that
was
done
last
year
as
well,
and
then
on
the
dockets
to
get
done.
Hopefully,
at
some
point
by
the
end
of
the
fiscal
year
is
a
new
mural
in
the
8th
street
tunnel,
just
adjacent
to
the
anne
frank
memorial.
Q
So
there
will
be
an
outreach
with
stakeholders
led
by
the
wasmith's
foundation
and
to
help
us
locate
different
stakeholders
to
come
up
with
a
mural
for
an
artist,
a
call
for
artists
to
be
able
to
do
that
tunnel.
The
james
castle
house.
As
you're
aware
we
have
resident
arts
and
artists
in
residence
there.
There
were
five
of
those
last
year
and
there
are
five
more
that
are
proposed
for
2023.
Q
There
is
obviously,
throughout
the
year
the
ongoing
care
and
maintenance
of
our
city
owned
assets,
our
archives,
our
artifacts,
our
public
art
and
our
visual
art.
And
then
this
is
an
interesting
piece
in
the
in
this
next
year.
There
have.
There
are
a
number
of
platforms
that
our
team
has
identified,
that
will
help
improve
our
access
to
the
collections
and
not
only
in
terms
of
internal
but
external,
so
both
the
archive
and
collection.
These
are
archive.
Space
and
collection.
Q
Space
are
the
name
of
these
platforms
and
they
are
both
basically
internal
methods
for
our
team
to
be
able
to
manage
the
collections,
and
then
cortex
would
be
an
external
which
would
give
access
to
the
public
to
be
able
to
access
the
different
collections
that
we
have
in
arts
and
history
and
then,
of
course,
ongoing
public
programming.
We've
added
a
couple
of
historical
tours
to
downtown
that
will
that
will
kick
off
this
fall
so
for
requests
coming
forward,
the
linden
district
fence.
Q
This
is
what
is
referred
to
as
a
portable
look
at
me.
Knowing
what
these
things
mean,
you
guys
called
a
portable
art
project,
which
means
it's
an
annual
project
that
happens
yearly.
So
if
you're
familiar
with
the
linden
district
fence,
there'll
be
a
call
for
artists
and
there'll
be
a
new
project
that
will
go
on
to
that
fence
this
next
year
and
then
annually
after
that,
the
enterprise
fund
percent
for
art
opportunities.
Q
I
believe,
there's
about
a
couple
hundred
thousand
dollars
roughly
that
comes
from
the
general
fund
and
then
another
about
half
million
that
comes
from
both
our
public
works
team
and
all
the
construction
they're
involved
in
in
our
airport
team
as
well.
Both
of
those
enterprise
locations
have
art
master
plans
designed
so
public
works
has
one
for
all
their
public
works
sites
and
and
our
airport
has
a
master
plan
for
airport.
Q
So
there
is
a
plan
in
place,
but
I
don't
have
in
front
of
you
today
what
all
those
projects
look
like,
but
we
will
be
bringing
that
back
to
you
shortly
and
then
again
the
operations
of
the
hermann
heyman
house,
which
will
start
in
in
september,
asset
inventory
and
maintenance
planning.
So
one
of
the
things
that
I
that
I
recognized
in
looking
at
something
very
similar
to
what
we
do
in
parks
and
recreation
is
a
long-term
repair
and
maintenance
plan
for
all
of
our
assets
that
we
have
in
our
public
art
portfolio.
Q
And
it's
something
that
we
have
not
done.
We
do
basically
a
yearly
analysis
and
then
a
yearly
repair,
and
so
one
of
the
things
I've
asked
our
team
to
look
at
is:
can
we
do
one
out
at
least
like
six
years,
so
take
a
six
year
plan
that
would
dictate
what
what
assets
we're
going
to
tackle
each
and
every
year
and
then
look
for
funding
appropriately
in
a
major
art,
repair
and
maintenance
to
be
able
to
do
that
again,
something
that
hasn't
been
present
in
in.
But
I
think
that
there
is
some
deferred
maintenance.
Q
Q
G
Q
R
Henry
in
a
previous
budget
discussion,
it
might
have
been
a
couple
years
ago.
There
was
kind
of
a
need
that
we
needed
to
evaluate
long-term
archive
needs
for
our
arts
and
history
department
and
I'm
not
sure
that
we
continue
that
conversation.
So
that
might
be
something
that
would
be
worth
exploring
going
forward
from
a
budgetary
standpoint.
What
we
might
need
to
be
looking
at
for
a
long-term
archive
means
for
arts
and
history,
and
I
don't
expect
you
to
have
any
certain
answers.
Q
Councilmember
haley
by
golly,
I
do
have
an
answer
for
that
sort
of
and
in
fact
we're
meeting
with
staff
christine
miller
and
to
discuss
the
the
need
for
that
long-term
solution,
and
it
is
not
a
full
building.
It's
a
climate-controlled
area
that
we
can
put
our
most
vulnerable
assets
in
it's
really
more
simplified
than
I
think
than
what
has
been
presented
in
the
past.
F
Good
amir,
thank
you
doug.
I
think
you're
just
in
a
unique
position
right
now
to
maybe
address
a
couple
of
things
that
have
been
on
the
list
at
arts
and
history
for
a
while
one
is
figuring
out
the
r
m
on
the
neighborhood
projects
that
have
been
done
over
the
years,
many
of
which
are
in
parks
and
don't
really
have
an
r
m
schedule
on
them
at
all.
So
just
want
to
make
sure
that
was
on
the
radar
as
you're.
Looking
at
this
long-term
repair
and
maintenance
plan.
F
Is
but
especially
the
ones
that
are
built
with
neighborhood
reinvestment
grants,
it's
like
okay,
those
are
yours
and
nobody
maintains
them
yeah.
So
then
the
other
thing
that
I
think
you're
uniquely
positioned,
because
you
really
run
the
one
organization
that
has
a
retail
face
in
a
couple
of
places,
and
that
is
that
arts
in
history
has
always
wanted
a
retail
face,
since
we
gave
up
the
sesquicentennial
shop
and
so
again
as
you're
working
through
these
things
that
you
may
be
just
uniquely
positioned
to
help
them
think
that
through.
Q
Yeah
battery
council
member
clay-
absolutely
in
fact
we
are
putting
their
programming
into
rec
track
so
that
we
can
actually
take
admissions
and
registration
for
them
through
the
activity
guide
and
through
our
website.
And
then
we
just
move
the
money
over
to
jb
the
money
over
to
arts
and
history.
So
that'll
be
how
we'll
start
it
out.
A
All
right,
thank
you
and
thanks
doug,
I'm
gonna
call
chief
lee
up
so
we're
11
minutes
ahead
of
schedule.
I'm
gonna
I'm
asking
him
to
start
with
the
impacts.
I'm
gonna
do
that
because
we
can't
start
before
noon.
Given
that
we've
got
a
lunch
meeting
and
many
of
you
know,
I've
got
a
graduation
party
at
my
house,
so
I
have
a
hard
stop
today
at
2
30..
So
the
chief
has
said:
he'll
either
bisect
his
presentation.
If
we
need
to-
or
we
can
stay
just
a
couple
extra
minutes
longer
to
finish
it.
P
We
are
about
halfway
through
it.
We
do
have
some
initial
information,
at
least
regarding
internal
perceptions
and
design
and
structure
of
the
department.
I'd
be
happy
to
come
back
and
talk
to
council
in
greater
detail
about
that.
If
there's
a
desire
for
that
at
a
later
date,
but
we've
also
undertaken
some
internal
resources
to
help
frame
some
context.
For
that,
so
lieutenant
jim
quackenbush
was
doing
some
graduate
work
for
his
master's
degree.
We
took
advantage
of
the
opportunity
to
also
sit
down
and
look
at
the
quality
of
service
delivery.
P
What
we
have
to
do
to
ensure
that
the
community
is
feeling
that
they're
receiving
procedurally
just
services
when
they're
recipients
of
police
services,
and
so
that
is
helping
us
also
frame
for
the
matrix
group.
That's
doing
the
staffing
study,
some
of
the
distinct
and
unique
branding
of
the
boise
approach
and
what
the
community
expects
as
a
gauge
for
measuring
that
there's
also
been
an
update
to
on
body
video
and
taser
upgrades.
P
In
short,
it
is
better
technology.
The
project
implementation
provides
for
a
camera
for
every
sworn
member
of
the
department.
Previously
we
did
not
have
camera
service.
One
member,
regardless
of
your
assignment
you'll,
now
have
the
ability
to
have
on-body
video,
so
a
detective,
for
example,
may
be
taking
enforcement
action
will
not
have
it
attached
to
an
external
vest
that
they
could
put
on
quickly
and
we'll
be
able
to
capture
on
body
video.
P
I
think
in
the
age
that
we're
in
now
with
the
expectation
for
police
transparency,
it's
paramount
that
we
have
that
technology,
so
this
has
enabled
us
to
make
sure
that
there's
a
full
role
out
there
for
every
sworn
member,
as
well
as
for
our
community
support
specialists,
our
non-sworn
unarmed,
alternative
response,
personnel
that
go
to
lower
priority
calls
evidence
collection.
A
variety
of
other
calls
like
that.
They
will
now
have
on-body
video
as
well
to
be
able
to
document
their
interactions
with
the
community
the
taser
enhancements.
P
Essentially,
it
is
an
upgrade
to
the
system
and
it's
a
rollout
so
that
every
sworn
member
of
the
department
will
have
a
taser
so
that
essentially,
when
an
officer
is
responding,
they
have
an
immediate
additional
tool
for
a
less
lethal
response.
If
force
is
needed
in
that
situation,
it
also
brings
us
into
line
with
what
we
would
see
in
the
industry
as
an
industry,
practice
of
equipment
and
technology
that
they
would
expect
all
officers
to
be
able
to
have.
P
We've
undertaken
civil
and
human
rights
training
for
all
existing
employees.
We
are
nearing
the
end
of
phase
one,
which
is
essentially
an
online
orientation
training
course
that
was
developed
in
partnership
with
the
wasma
center
and,
again,
it's
being
rolled
out
to
all,
not
just
the
sworn
membership,
but
the
entire
department
to
ensure
that
it's
the
underpinning
for
our
leadership
program
as
sort
of
our
moral
and
ethical
north.
P
Again,
I
can't
emphasize
enough
how
much
this
ties
back
to
the
leadership
and
development
curriculum
that
we're
also
designing.
At
present,
there
is
not
as
robust
as
you
might
find
in
other
states
the
leadership
development
curriculum
required
by
the
state,
so
we're
stepping
into
that
space
to
lead
and
ensure
that
both
our
professional
staff
and
our
swarm
membership
as
they
develop
through
their
careers.
Developing
the
leadership
positions
are
getting
the
type
of
training
that
they
need
to
succeed.
P
P
We
are
continuing
an
ongoing
review
of
that
program,
the
process
and
the
outcome
so
again
field
training
for
the
sworn
members
after
an
officer
completes
academy.
This
is
what
most
folks
would
call
on-the-job
training
out
in
the
field.
We
want
to
make
sure
that
we're
matching
with
what
the
industry
expects
and
what's
best
practice,
the
priority
is
to
maintain
a
staffed
and
highly
trained
field
training
officer
cadre,
as
we
continue
to
hire
officers.
I've
spoken
before
to
council
that
we're
experiencing
generational
overturn.
P
There's
a
technology
strategic
plan,
that's
really
looking
at
how
we
can
leverage
technology
for
efficiency.
It's
no
secret
that
in
policing,
as
with
almost
every
other
industry
technology,
has
perforated
our
jobs.
The
needs
to
make
sure
that
we
have
the
appropriate
technology
both
now
and
into
the
future
that
we're
planning
for
it
appropriately
and
that
we
have
systems
that
integrate
and
work
well
together
for
efficiency
is
key.
P
We
have
an
officer
wellness
program.
I'm
happy
to
report
that
the
sergeant
that's
leading
that
officer
wellness
program
recently
applied
for
a
federal
grant
from
the
office
of
community
policing,
we're
hopeful
that
that
grant
will
be
approved,
we're
underway
to
deliver
sleep
recovery
training
for
officers.
P
Unfortunately,
it's
a
byproduct
of
the
profession
that,
with
shift
work
in
court
working
during
daytime
hours,
many
officers
don't
sleep
as
regular
as
much
as
we
probably
should
we're
looking
at
other
alternative
exercise,
programs
to
include
yoga
and
mindfulness
to
help
officers
manage
and
mitigate
stress
in
the
work
environment,
but
we're
also
recognizing
that
the
home
environment
is
key.
So
we've
developed
a
spousal
and
significant
others
training
program.
P
We
delivered
the
first
four
hour
class
with
that
to
onboarding
academy
students
this
month
and
we're
also
bringing
aboard
vicarious
trauma,
training
and
awareness
for
our
professional
staff.
That
often
suffer
so
for
some
of
the
emotional
toll
that
this
profession
takes,
but
are
often
overlooked
by
many
other
departments
because
of
their
non-front-line
role.
P
We've
enhanced
the
liaison
officer
program.
We
continue
to
examine
the
needs
for
connections
with
our
community
and
our
vulnerable
populations.
I'm
happy
to
report
that
we
added
an
asian
american
pacific
islander
liaison
and
has
been
received
well
by
the
community,
a
matter
of
fact.
Next
month
they
have
been
asked
to
help
pull
together
various
different
aapi
civic
groups
for
a
community
meeting
that
will
be
held
in
julia
davis
park.