►
From YouTube: City Council Work Session - 6/16/2020
Description
Please visit the following link for information on how to testify during virtual public hearings:
https://www.cityofboise.org/departments/finance-and-administration/city-clerk/virtual-meetings/
A
A
Great
char,
will
you
please
call
the
roll
agent.
A
A
Me
please,
please
call
the
roll
Oh,
madam,
it.
E
You
mayor,
we
have
the
board,
we
really
want
to.
Let
you
know
that
we
appreciate
this
opportunity
to
meet
with
counsel
and
discuss
this
its
forefront
on
our
agenda
for
sure
I
know
you
have
lots
of
other
things
pulling
at
your
time,
but
thank
you
for
setting
this
whole
council.
Thank
you
for
setting
this
time
aside
for
us.
A
All
right
and
now
I'll
pass
it
is
it
Christine
kicking
things
off?
Yes,
Christine
who's
back
in
her
role
in
front
of
us,
the
last
three
months
she's
been
I'm
working
with
us
on
community
partnerships
and
needs
related
to
covin
and
welcome
back
to
your
library,
where
Christine,
it's
good
to
have
you
back
there.
Thank.
F
You
it's
great
to
be
here
and
I
will
kick
off
very
briefly
by
saying
thank
you
to
everyone.
This
is
I,
think
a
wonderful
opportunity
for
us
to
come
together
and
have
some
discussion
and
do
some
planning
jointly
kind
of
a
firm
direction
and
figure
out
our
next
steps
and
I
will
just
mostly
kind
of
pass
it
over
to
Sean.
F
G
So
the
agenda-
I'm
gonna
cover
is
a
little
history
and
background
about
the
library
system.
Just
to
brief,
the
existing
assets
that
we
do
have
in
the
system
go
over
some
key
considerations,
moving
moving
forward
and
then
typical
timelines
on
what
a
planning
effort
might
look
like
strategic
planning
and
then
some
tactical
strategic
investments,
and
how
do
we
make
good
decisions
about
those
while
we're
planning?
G
So
this
is
the
past
timeline
in
the
past
20
years
for
the
library
system,
the
master
plan
was
done
in
2000.
It
identified
a
bunch
of
different
projects,
programs,
some
other
things,
and
since
that
time
it's
been
really
successful.
We
with
the
library
call
Stern
in
the
library,
Hillcrest
library,
at
:
youstick
about
10
years
ago,
we
started
looking
at
the
existing
building
downtown
and
then
the
past
few
years
we
got
the
library
at
bound
crossing
and
just
some
further
studies
about
the
downtown
potential
expansion.
G
The
one
thing
we
identified
as
we
started
looking
at
this
timeline
is
this
key:
the
master
plan,
even
though
it's
been
updated
a
couple
times,
it's
actually
20
years
old,
which
was
the
life
of
the
plan,
so
it
kind
of
made
us
think
a
little
bit.
While
do
we
need
to
really
look
back
at
where
we've
been
and
is
the
plan
still
occur
and
so
our
existing
assets
in
the
library
system
we
got
:,
he
stood
about
16,000
square
feet,
collister
than
or
twice
about,
12,000
square
feet,
Hillcrest
about
13,000
square
feet.
G
So
one
of
the
things
we
were
looking
at
as
we
did
look
at
the
plan,
it
was
kind
of
missing
the
assumptions
which
a
lot
of
library
planners
did
at
the
time
where
they
used
point
6
square
feet
per
capita,
and
then
they
just
said
service
targets
and
in
our
planet
had
3.
In
their
point
six
point:
eight
and
one
they
were
trying
to
triangulate
on
what
what
the
best
for
the
community
was
and.
A
G
Yep
they
were
in
the
plan
and
using
those
numbers
just
running
quick
calculation.
It
definitely
shows
there's
current
deficit
for
today.
That
ranges,
but
also
thinking
about
the
next
20
years,
that
that
deficit
in
square
footage
grows.
The
one
thing
the
American
Library
Association
is
getting
away
from.
Is
that
standard
of
the
point
six
square
feet
per
capita?
G
It's
a
1966
standard,
a
lot
of
systems,
just
in
my
research,
not
being
a
library
expert
of
research,
they
still
use
it
as
like
a
guideline
or
you
know
something
to
take
into
consideration,
maybe
to
reveal
there
is
a
deficit,
but
the
current
discussion
regarding
library
standards
is
early
offers
processes
to
develop
the
standards.
So
it's
really
dr.
think
the
bottom
line
for
me
was
the
reason
they're
doing
it.
G
So
as
we
look
at
all
that
the
2000
master
plan
just
a
better
understanding,
the
community's
expectations
do
we
know
what
those
service
goals
are.
Are
we
making
the
right
decisions
on
what
what
how
to
move
forward?
Another
item
was:
do
we
know
the
condition
of
our
asset
inventory?
A
lot
of
the
assets
are
relatively
new
like
bound,
but
the
main
library
downtown
is
1940s
building
we
renovated
in
the
70s,
and
so
we
don't
know
a
lot
about
exactly
what
the
needs
are.
The
building,
then
also
are
we
counting
for
growth
in
ER.
G
If
we're
making
current
decisions,
are
we
taking
into
account
what
are
the
next
20
years
look
like,
and
how
do
we
get
there
and
then,
last
but
not
least,
the
ordinance
in
place?
What
we're
talking
about
system
planning
with
where
no
way
violation
of
the
initiative,
but
it's
something
that
needs
to
be
worked
through
and.
D
There
John
back
on
the
last
slide.
You
talked
about
that
the
condition
of
our
asset
inventory.
My
memory
is
that
we
did
a
fair
amount
of
analysis
of
the
existing
main
library
and
we
do
know
what
what
shape
that's
in,
and
that
doesn't
mean
that
we
don't
need
to
perhaps
make
some
short-term
investments
in
it
to
keep
it
up
to
standard.
But
correct
me
if
I'm
wrong,
I
thought
we
know
a
lot
about
that
building.
G
Madam
mayor
Councillor,
we
do
now
there
was
a
2011
condition
assessment
that
briefly
covered
some
of
the
major
systems,
but
over
the
past
four
months
we
sent
in
an
engineering
and
architecture
team
to
completely
go
through
the
building
in
detail.
So
I
have
a
draft
of
that
product
that
will
working
back
and
forth
to
try
to
identify
what
the
trying
to
get
a
better
accuracy
on
the
cost
estimates
for
what
was
identified.
G
D
G
So,
as
we
look
at
kind
of
typical
infrastructure
planning
processes,
we
moved
from
left
to
right
and
the
years
on
top
are
cumulative.
There's
these
kind
of
these
big
buckets
and
it's
kind
of
the
first
step
is
that
strategic
planning
or
master
planning
second
step
is:
how
do
we
define
projects
or
programs
or
services
to
fill
the
gaps
identified
in
the
strategic
plan
and
then
the
next
two
boxes
are
design
and
construction?
G
That's
really
that
implementation
phase,
the
design
and
construction
would
be
if
we
identified
capital
projects
that
are
needed,
but
it
could
very
well
be
implementation
of
different
services
or
programming
that
the
library
would
do
so.
The
steps
here
and
the
master
plan-
and
it's
really
baselining
what
we
have
and
what
condition
that's
in
so
doing
condition.
Analysis
capacity,
analysis,
public
space,
first,
back-of-house
space,
a
really
significant,
robust
community
engagement
process.
To
make
sure
we
know
what
the
community's
expectations
are
for
the
future,
then
crafting
up
service
goals
to
measure
metrics.
G
So
we
we
can
measure
what
we're
doing
last
thing
is
looking
at
future
projections
and
then
doing
a
gap
analysis.
So
it's
really.
What
do
we
have?
What
does
the
community
and
growth
need
in
the
future
and
then
what
what
is
missing
out
of
the
either
the
infrastructure
or
the
programming
or
the
library
system
that
the
next
step
on
that
is
doing
an
alternatives,
development
and
that's
really
identifying?
What
are
all
these
methods?
G
We
could
do
to
fill
that
gap
in
the
future
and
then
again,
as
these
alternatives
are
developed,
we
do
another
community
engagement
process,
make
sure
we're
selecting
the
right
alternative
and
then
to
really
it's
just
identifying
those
preferred
alternatives
that
get
carried
into
that
implementation
phase.
The
one
thing
I
have
seen
quite
a
bit
in
the
quite
a
few
plants
that
have
been
looking
at
four
different
library
systems
is
a
master
planning
and
defining
programs
and
projects
a
lot
of
times
they're
combined
into
a
single
plan.
G
It
was
paused
because
of
that
code,
so
that
still
needs
to
take
place
and
just
kind
of
other
things,
like
furnishing
shelving
other
things
that
may
be
near
the
end
of
their
life.
On
the
accessibility
front,
we
have,
we
have
I
should
say.
Denise
and
senior
staff
have
launched
a
some
minor
studies
at
the
facility
to
identify
if
there's
at
the
restrooms
need
need
better
accessibility.
Things
like
that,
so
there
is
in
parallel
with
the
condition
assessment,
a
small
accessibility
evaluation
taking
place.
G
So
with
the
condition
assessment
we
focused
on
the
four
major
systems,
architectural
mechanical
electrical
and
the
site.
We
did
a
full
seismic
evaluation
on
the
structure
in
2018,
so
we
have
a
report
on
that
already
and
in
summary,
the
asset
isn't
generally
and
good
to
fair
shape
would
give
it
a
FCI
score,
which
is
a
facility
index
score,
and
it's
in
good
deficient,
which
is
really
good
news.
G
It
says
a
lot
to
the
to
the
maintenance
folks
at
the
library
that
they
take
care
of
it
really
well,
but
it
did
identify
quite
a
bit
of
near-term
one
to
five
year
investments
and
just
a
highlight
of
a
few
of
things
that
were
identified
in
the
architectural
category.
The
low
roofing
systems
were
identified
as
being
needing
to
be
replaced.
G
Exterior
grout,
which
is
the
picture
in
the
center
of
the
slide,
pretty
much
throughout
the
building.
There's
grout
knees
replaced
and,
and
these
are
just
kind
of
some
of
the
more
significant
investments
they
identified
a
lot.
There's
a
lot
of
line
items
in
there,
so
I
was
just
hi,
some
of
the
most
significant
ones.
The
windows
there's
still
a
lot
of
single
pane
windows
within
the
structure
within
the
mechanical
category.
The
one-story
HVAC
systems
are
at
the
end
of
the
useful
life
and
then
throughout
the
four-story
building.
G
There's
lots
of
forties
plumbing
that's
slowly,
failing
piece
by
piece
of
the
operations
and
maintenance
folks
are
just
kind
of
chasing
leaks
throughout
the
building,
so
I
think
you
have
full
investment,
and
plumbing
would
be
due
at
some
point
and
within
the
electrical
category
the
switchgear
in
the
panels
were
identified
at
the
end
of
their
life
and
what
those
are
are
sort
of
the
Harton
Bane's
of
the
electrical
system.
They
feed
the
entire
building
with
the
site.
The
site
was
a
little
bit
of
a
different
story.
What
the
assessment
identified
was
pretty
much.
G
G
Some
of
the
other
deficiencies
like
I
said
Denise
did
an
accessibility
review.
We
identified
there's
a
need
for
a
TA
upgrades
like
on
the
second
floor
restrooms,
which
is
a
little
more
of
a
substantial
project.
It's
moving
walls
doing
a
lot
of
things
that
we
also
identified
the
architect.
Some
minor
updates
that
we
could
take
care
of,
probably
pretty
quickly
we're
towel
dispensers
soap
dispensers
can
be,
their
height
can
be
changed
to
be
a
TA
compliant
and
then
a
general
view.
Just
there's
a
lot
of
older
furnishings
in
there.
G
They're
probably
need,
in
the
short
term,
to
stay,
replace
in
some
of
them
and
so
proposed
next
steps.
What
we're
proposing
is
to
initiate
a
strategic
planning
process,
continue
the
data
gathering
process
and
start
and
consolidates
these
different
buckets,
whether
it's
a
da
or
another
accessibility
or
furnishings
or
condition,
and
then
try
to
package
those
so
they're
coordinated
investments
if
we
make
them.
G
If
we're
going
into
a
second
floor
restroom
to
update
it
for
a
da,
we
should
also
probably
take
care
of
some
of
the
other
things
like
plumbing
and
other
categories
are
identified
within
the
condition
assessment.
So
after
packaging
those
we
would
analyze
the
investment
alternatives
and
there's
like
different
categories
of
alternatives.
There's
defer
run
to
failure.
In
those
case
items
like
light
bulbs,
you
wouldn't
change
those
until
they
failed,
they
have
little,
they
create
little
challenges.
G
There's
limited
investments
to
buy
time
an
example
of
a
limited
investment
would
be
like
the
roof.
If
we
know
the
roof
is
at
the
end
of
its
life
Oh
to
do
the
whole
thing
would
be
hundreds
of
thousands
of
dollars,
perhaps
the
next
few
years
we
focus
on
target
areas
that
we
think
are
leaking
or
puddling
or
areas
where
we
could
just
kind
of
buy
time
and
then
other
alternatives,
just
full
investment.
G
F
They
occupy
a
significant
footprint
on
the
fourth
floor
of
the
main
library,
and
so
one
of
the
scenarios
that
we're
working
through
and
that
Sean's
helping
them
with
is
trying
to
identify
you
know,
would
it
be
better
for
them
to
find
a
space
where
we
could
completely
relocate
them
and
consolidate
them
at
one
site?
And
if
we
did
that,
we
may
want
to
do
a
one-time
investment
and
partner
with
them
to
make
sure
that
they
they
are
a
hole
in
another
spot.
F
So
part
of
that
is
is
for
their
continuity
of
operations,
but
then
I
think.
Another
piece
of
that
is,
if
we're
going
to
be
at
that
facility
for
some
foreseeable
future,
we
may
want
to
start
thinking
about
that
for
that
fourth
floor,
space
for
other
uses
for
the
library
and
Shawn.
If
you
wouldn't
mind
advancing
I,
think
I
can
take
the
the
next
slide
as
well.
F
I
just
wanted
to
resurface.
This
slide
because
I
also
shared
it
with
the
trustees
last
week
when
we
were
reviewing
the
budget
with
them
and
Margo
and
the
rest
of
the
trustees
suggested.
It
might
be
a
good
jumping-off
point
for
this.
Discussion
in
terms
of
the
library
has
had
on
our
work
plan
a
strategic
and
master
planning
project
that
was
on
our
work
plan,
but
not
funded
and
FY
20.
F
A
Well,
I
will
I'll
ask
a
question
of
the
of
the
chair.
If
alright
I'm
wondering
madam
chair,
you
know,
given
the
review
that
staff
has
done
and
the
conversations
that
the
board
has
had
our
I'm
curious
to
know
your
thoughts
on
or
recommendations
on.
You
know
how
best
to
move
forward
or
what
you
and
the
Commission
and
honestly
like
anybody
after
the
chair,
happy
to
hear
from
you,
you
and
the
Commission
some
think
would
be
like
good
steps
to
take
to
move
forward.
H
E
We
reviewed
this
I
I
want
to
take
a
minute
to
remind
you
all
that,
a
year
ago
we
were
in
such
a
different
place.
We
were
well
on
our
way
implementing
that
20
year
strategic
plan,
and
we
saw
a
new
building
at
the
end
of
that.
We,
since
that
time
there
have
been
these
interruptions
first
of
all,
the
initiative
which
interrupted
us,
and
then
we
have
new
administration
and
then
our
executive
director
deciding
to
retire.
E
So
we're
looking
at
this
as
an
opportunity
to
bring
those
ideas
together
and
move
forward,
and
this
slide
represents
the
financial
commitment
that
we
need
from
the
council
and
from
you.
We
also
need
to
have
an
idea,
as
we
move
forward
in
this
hiring
process,
what
the
City,
Council
and
mayor
just
the
leadership
is
looking
forward
to
in
this
next.
You
know
two
to
five
years
are,
if
anything
that
you
can
tell
us,
moving
forward
would
help
and,
of
course,
another
question
that
we
have
for
you
is
the
status
of
the
ordinance
like.
E
Are
we
going
forward?
Will
we
be
able
to
go
forward
with
planning?
If
that's,
what
should
come
out?
The
most
significant
piece
I
think
that
I
talked
with
the
consultant
about
was
the
community
engagement
that
we
need
to
do
to
plan,
to
inform
these
big
plans
and
inform
council
and
and
that's
another
project,
that
if
we
can
have
money
to
create
that
strategic
plan
and
that
master
plan,
this
we're
just
like
had
a
great
point
to
launch
that
with
this
new
leader
in
place
at
the
library.
E
B
D
Madam
mayor,
maybe
as
the
longest-serving
council
member
I
should
jump
in
here
and
provide
a
little
bit
of
the
historic
look
back
and
what
I
think
that
leads
us
to
today
when
I
first
got
elected
the
library
he
had
just
completed
the
master
plan,
Oh
three
or
four
years
prior
to
that
they'd,
been
in
a
process
since
then
to
try
and
develop
a
bond
issue
to
begin
funding.
Some
of
the
things
that
came
out
of
that
master
plan.
D
We
supported
putting
that
bond
issue
on
the
ballot
shortly
after
that,
most
all
of
you
know
it.
It
failed
to
gain
66%
majority
but
achieved
a
solid
majority.
Fifty-Seven
percent,
which
gave
us
the
confidence
that
the
community
wanted
the
library
system
renewed
and
in
doing
that,
gave
us
them
the
confidence
to
go
forward
with
figuring
out
a
different
way
to
take
care
of
the
branches.
So
the
bond
issue
had
been
for
the
branches
and
it
was
you
know,
envisioning
new
buildings
in
three
places,
not
in
the
fourth,
and
it
was
clear.
D
Obviously,
we
know
that
some
members
of
the
community
decided
that
you
hadn't
gotten
enough
public
input
and
and
ran
the
initiative.
The
initiative
passed.
So
here
we
are
and
I
guess.
The
thing
for
me
is
that
it
doesn't
alleviate
the
fact
that
the
downtown
library
also
acts
as
the
branch
library
for
at
least
two
neighborhoods
and
actually
probably
three
and
so
I.
Think
going
back
to
that
initial
bond
vote
and
the
initial.
D
Analysis
of
what
came
out
of
that
that
that
the
community
really
did
support
library,
services
and
support
and
having
good
library
services
within
reach
of
each
neighborhood
I.
Think
that
you
know
that's
still
an
important
piece
of
I
believe
what
the
community
supports,
but
without
doing
a
new
strategic
plan
without
doing
a
new
master
plan,
we're
relying
on
pretty
old
analysis
to
conclude
that
and
so
well
personally,
I
would
love
to
go
forward
with
with
finishing
out
what
we
started
years
ago.
D
In
fact,
I
think
it
is
time
to
regroup
and
step
back
a
bit
and
look
at
the
big
picture
again
and
see
if
that's
still
what
we
need
as
a
community
long-term
to
serve
everyone's
needs,
and
once
we've
done
that
then
hopefully
have
enough
support
to
go
forward
and
actually
implement
it.
I
think
the
opportunity
we
have
before
us
is
that
of
that
old
master
plan,
almost
everything
else
is
is
taken
care
of
I
know,
Hillcrest
and
Collister
potentially
could
could
be
better
buildings
or
new
buildings.
D
But
but
at
least
the
services
are
available
in
those
neighborhoods
where
they
weren't
before
and
so
we're
starting
from
a
different
place
and
because
we're
starting
from
a
different
place,
perhaps
we'll
get
to
you,
know
a
different
outcome,
a
different
decision
about
what's
next
in
order
to
go
forward
so
as
I
look
at
this
and
have
contemplated
it
last
month
or
so
I
think
it.
It
is
time
to
go
forward
with
a
new
master
plan.
D
I
think,
there's
a
lot
to
be
gained
by
that
and
a
lot
to
be
gained,
bringing
someone
on
with
that
in
mind,
because
I
think
will
attract
people
who
are
at
the
forefront
of
the
library
system,
movement
around
the
country
and
and
what's
next
and
and
what
a
city
our
size
should
be
looking
for
so
I.
You
know
I
think
from
a
budget
perspective.
Probably
the
question
before
us
in
the
short
term
is:
do
we
have
enough
room
in
this
budget?
Given
everything?
D
That's
happened
to
budget
for
a
new
master
planning
process
I,
also
like
the
idea
that
Shawn
brought
forward
that
perhaps
you
combine
the
first
in
the
second
stage
of
that
planning
process
to
shorten
the
time
frame.
Yes,
I'm
not
really
excited
about
an
eight
year
time
frame
if
we
could
shorten
that
some
way.
That
would
be
good,
but
I
am
excited
about
a
new
strategic
planning
process
because
we
do
have
all
these
new
assets
and-
and
we
hadn't
really
factored
them
into
the
strategic
plan
that
we
have
in
place.
D
I
can't
remember
the
Commission
members
are
still
there.
Council,
member,
Everly
and
I
had
a
lengthy
meeting
with
the
Library
Commission
asking
them
to
put
Hillcrest
on
and
they
felt
like
they'd
done
this
big,
you
know
master
planning
process
and
it
wasn't
there,
and
so
in
the
end
we
said:
okay,
let's
go
forward
without
it,
but
it
was
really
clear
from
the
community
that
that
not
having
library
on
the
bench
probably
wasn't
a
good
idea.
A
Well,
I
appreciate
your
historic
perspective.
It's
good
background
to
have
and
tend
to
agree
with
you
that
there
is
a
an
opportunity
here
with
a
new
director,
I'm
being
sought
out
and
then
hired
to
make
really
guide
and
own
help
own
the
process
with
the
Commission
in
terms
of
moving
us
forward
and
just
so
that
the
public
understands
hiring
the
library
director
is
a
little
different
than
other
directors
of
the
city,
so
that
the
Commission
oversees
that
process
and
selected
a
consultant
to
help
find
a
director
who
sounds
fascinating.
A
Her
credentials
are
wonderful
and
and,
and
so
the
Commission
led
by
Margo
and
Christine,
with
Christine
support
as
interim,
is
leading
that
process
and
eventually
will
be
involved
as
well,
but
I.
You
know
I
think
that
this
is
a
good
time,
especially
when
we
have
20-year
hint
planning
horizons
and
it's
time
and
to
start
that,
with
with
a
new
IDI
at
the
helm,.
H
I
just
want
to
thank
Christine
and
the
entire
Library
Commission
I
know
that
having
that
level
of
change
in
a
year
for
a
commission
can
be
a
really
really
big
deal,
I've
been
through
something
similar
with
a
local
organization
over
the
past
couple
of
years,
and
so
I
can
firsthand
appreciate
everything
that
you
all
have
done
and
managing
the
change
and
managing
all
of
the
unknowns.
I
mean
as
much
as
I
wanted
a
new
main
library,
because
it
is
my
branch
library
and
as
much
as
I
know.
Our
community
really
supports
having
really
world-class
libraries.
H
Commission
who's
in
the
trenches
really
knows
your
stuff
helping.
But
you
know
basically
guide
us
on
on
what
that's
going
to
look
like
for
a
city.
So
I
appreciate
all
your
work.
I
know
it's
been
a
lot
and
thanks
for
hanging
in
there
and
I
look
forward
to
working
with
all
of
you
to
make
sure
that
we
have
a
plan
that
really
reflects
our
city
today.
I
Thank
you,
I
yeah
I
want
to
also
know,
thank
you
so
much
to
Christine
and
Sean
Margo,
the
entire
board.
You
can
tell
how
committed
you
are,
and
your
dedication
and
and
you've
rolled
with
the
punches
so
to
speak
and
you've
done
an
outstanding
job.
I
really
want
a
second.
What
you
know
some
of
the
the
direction
provided
by
council
president
Clegg
I
really
think
that's
a
great
approach.
I
You
know
moving
forward
with,
of
course,
hiring
a
new
director
and
then
getting
getting
boots
on
the
ground
to
provide
a
new
strategic
direction
and
what
that
will
look
like
in
the
meantime.
I
certainly
am
supportive
and
interested
in
making
the
necessary
investments.
I
see
the
word
major
and
I
know
that
major
is
is
what
is
needed,
but
at
the
same
time,
what
our
libraries
are
going
to
look
like
five
to
eight
years
from
now
could
be
very
different
than
they
are
today.
I
As
far
as
the
main
library,
maybe
another
branch
so
making
major
investments
is,
is
important,
but
more
so
I
want
to
know
what
the
minimum
investments
are
in
a
place
like
the
the
main,
or
some
of
these
may
be
older
branch
ones
to
get
by
until
we
know
what
that
direction
is
that
we
can
all
invest
in.
So
thank
you
all.
J
Just
to
echo
every
thing
that
our
my
fellow
council
members
have
said,
thank
you
so
much
for
all
your
hard
work.
I
agree
we
as
much
as
as
feasibly
possible.
We
could
expedite
our
work
to
figure
out
what
our,
what
our
needs
are
going
to
be
in
the
near
future
and
in
the
long
term
to
get
the
library
not
just
that.
J
Those
of
us
who
use
it
now
need,
but
those
who
are
coming
I
know
for
myself,
I
learned
through
the
last
recession,
how
vital,
having
that
Public
Library
that
the
downtown
library
was
my
branch
library
as
well,
and
you
know,
if
there's
anything,
to
be
learned
during
this
time
of
koban
19.
It's
that
we
have
discovered.
J
So
you
know
if,
if
we
can
do
whatever
we
can
to
expedite
this,
you
know
the
reality
is
we're
going
to
be
entering
into
a
recession
and
it
takes
a
while
to
recover
from
that
I
know
for
myself.
You
know
10
years
ago,
I
was
saying
goodbye
to
my
home
and
it
took
years
to
recover
only
to
now
be
met
with
another
new
recession.
So
you
know
when
I
think
about
our
library
I.
J
Think
of
not
only
is
it
a
place
for
our
folks
to
come
and
enjoy
all
the
wonderful
offerings
that
it
has,
but
for
some
of
our
community
members
it
is
a
life
saving
resource
and
it's
a
way
for
them
to
get
back
on
their
feet.
So
thank
you
all
for
all
that
you
do
to
provide
the
library
system
for
us,
but
yeah.
If
there's
any
way,
we
can
move
quickly
on
this.
That
would
be
great.
Thank
you.
K
But
targeting
this
is
an
example
right,
but
targeting
places
on
the
roof
to
fix
in
order
to
buy
time
to
come
up
with
a
strategic
plan.
That's
gonna
give
us
exactly
the
product
that
our
community
wants
and
it
fits
its
needs
and
serves
our
library.
Objectives
is
a
good
good
use
of
you,
know,
time
and
energy
and
money,
and
so
those
are
kinds
of
the
thoughts
and
the
thinking
that
are
going
through
my
mind,
trying
to
figure
this
out.
E
I'm
there,
yes,
thank
you,
I
appreciate
what
you're
saying,
and
that
was
a
big
concern
of
all
the
members
of
the
board
in
talking
about.
We
especially
appreciated
the
city
staffs
work
to
lay
out
what
needs
to
be
done.
What
must
be
done
and
Shawn
did
a
great
job
in
our
presentation
last
week
and
he
touched
on
it
today
that
that
we
can
do
it
all
or
we
can
do
part,
and
we
were
really
interested
in
meeting
with
you
to
help
figure
out
that
balance.
E
A
And
just
to
clarify
to,
in
response
to
council
invasions,
questions,
I'm
thinking,
which
is
a
it's
a
solid
way
to
think
I
agree
with
you
completely
the
this.
We
are
looking
at
not
just
a
not
a
plan
just
for
the
downtown
library,
but
the
need
to
do
a
system-wide
look
at
what
our
community
across
you
know
across
the
city
needs
to
determine
and
what,
in
addition,
you
know,
there's
the
downtown
piece,
but
given
twenty
years
later,
is
it
just
downtown?
Are
there
other
branches
we
should
be
considering
how
of
libraries
changed
those
pieces?
A
L
Yeah
I've
got
like
thoughts.
Turning
in
my
head
and
I'm
trying
to
kind
of
process
and
figure
it
all
out,
I
guess
I
did
have
a
question
for
for
Margo.
Is
there
a
timeline
like
a
estimate
that
you
think
as
far
as
hiring
an
executive
director
goes
and
when
you
think
that
that
might
be
in
place,
mm-hmm.
E
We're
really
excited
that
we
believe
we
can
have
a
new
director
on
the
job
by
November,
maybe
December,
but
we
feel
like
that's
moving
pretty
quickly,
and
that
was
a
discussion
that
we
had
that
took
into
consideration
the
limitations
of
working
under
this
pandemic.
So
we
think
that
by
the
end
of
this
calendar
year
we
will
have
that
person
on
board
and
the
hiring
process
is
going
to
lay
out
so
much
of
our
needs
and
responsibilities
that
we're
looking
for
that.
I
think
that
that
will
expedite
their
work
in
beginning
like
the
strategic
plan.
E
L
You
know
the
this
last
year,
everything
that's
happened
just
in
the
last
six
months
and
how
much
things
have
changed,
how
much
how
much
when
I
was
running
for
election
there
was,
you
know
there
was
debate
over
the
library,
you
know
people
who
were
you
know
forward
and
against
it,
and
we
stopped
talking
to
each
other
because
of
it
now
conversations
that
we're.
Having
with
you
know,
people
wanting
there
to
be
more
community
resources
and
to
be
investing
more
and
things
like
that
versus
police
funding.
L
L
Just
my
mind,
can't
quite
wrap
around
the
time
frame
of
this
needs
to
happen
so
fast,
it's
so
urgent
and
then
also
making
sure
that
we're
creating
space
for
evolution
and
I.
Guess
that's
why
I
look
at
that
new
executive
director
or
that
new
director
position
and
how
important
that
is
to
really
have
somebody
who
has
that
vision
to
kind
of
help
push
these
ideas
forward,
because
I'm,
not
an
expert
in
this
area,
but
I
really
would
be
interested
to
see.
I
think
things
with
a
library
move
as
fast
as
possible.
D
I'd
love
to
see
it
move
as
fast
as
possible.
I'm
Margo
I'm,
the
one
who
who
mentioned
eight
years
and
I,
said
that,
because
that
was
the
outside
time,
for
that
I
saw
on
the
slide,
and
it
really
gave
me
pause
because
I
think
that's
too
long.
On
the
other
hand,
I
think
councilmember
Halliburton
brings
up
a
really
great
point
that
actually
covet
may
have
given
us
an
opportunity
to
redo
this
master
plan
in
a
much
different
way
than
we
might
have.
D
Even
if
we
decided
a
year
ago
that,
in
order
to
move
forward,
we
should
redo
the
master
plan.
I
think
the
world
will
change.
We've
got
these
twin
crises
facing
us
right
now
and
reacting
to
not
just
how
to
move
forward
in
a
world
that
will
likely
have
some
other
pandemics,
but
also
to
move
forward
in
a
world
that
must
find
a
way
to
provide
equity
for
all
of
its
citizens,
provides
us
with
a
tremendous
opportunity
to
reimagine
what
it
is.
Our
libraries
are
and
beyond
being
just
libraries
I
think
else.
D
Member
Sanchez
spoke
about
it
briefly
and
we've
seen
a
lot
of
that
in
the
last
three
or
four
years,
people
using
libraries
in
order
to
look
for
work
in
order
to
go
back
and
retrain
in
order
to
connect
digitally
because
they
don't
have
those
connections,
otherwise
I
believe
coming
out
of
this,
we'll
probably
see
even
more
of
those
kinds
of
innovations
that
will
be
asked
to
fulfill
at
our
various
city.
Facilities
and
libraries
are
one
of
those
vital
ones.
So
you
know
this.
D
This
may
not
happen
as
fast
as
we
all
want,
because
that
kind
of
change
in
order
to
make
it
sustainable
and
resilient
shouldn't
be
done
in
a
reactionary
way.
But
in
the
meantime,
I
think
there
are
things
that
we
could.
Experiment
with
and
I
think
those
experimentations
could
feed
a
strategic
plan
in
a
really
positive
way.
D
We
don't
have
anything
to
lose
in
essence
by
trying
things
over
the
next
couple
of
years.
What
works
we
can
throw
into
the
plan
and
what
doesn't
we
can
throw
out
and
so
I
do
think.
There's
there
just
really
is
a
chance
to
think
in
new
ways
that
could
be
really
positive
over
the
long
term.
For
all
of
us.
D
One
thing,
no
one
has
addressed
that
you
asked
German
ely
about
is
the
ordinance,
and
I
would
tell
you
that
my
view
of
the
ordinance
is
that
I'm
not
sure
the
community
meant
to
tell
us
we
couldn't
plan
for
a
new
library.
I
think
what
they
meant
to
tell
us
was
that
if
we
were
going
to
spend
a
lot
of
money
on
a
new
library,
they
wanted
to
have
a
say
in
that,
and
I
don't
know
exactly
how
we're
going
to
fix
that.
D
I
think
there's
a
number
of
different
avenues
to
get
there,
but
if
we
can't
plan
for
a
new
main
library
we're
in
a
world
of
hurt-
and
so
I
think
we
need
to
figure
that
out,
but
right
now,
what
we
need
to
plan
for
is
a
new
strategic
plan
that
will
lead
to
a
new
lane
main
library.
So
I
think
we
have
a
little
bit
of
time
to
to
figure
that.
E
Amir
I,
like
this
Margo
I
counsel,
McClay,
you
brought
up
that
the
downtown
facility
serves
as
a
branch
for
at
least
two
or
three
neighborhoods,
and
when
we
look
at
the
attendance
of
the
citizens
of
Boise
and
how
many
go
to
each
library,
it's
really
clear
that
people
lots
of
different
people
use
that
library.
We
don't
keep
track
of
what
neighborhood
they
come
from.
But
as
we
move
forward
with
this,
it's
it's
important
that
we
all
represent,
that
downtown
location,
I'll,
call
it
as
a
conglomerate
of
several
branches,
because
I
think
it
makes
it.
E
It
makes
it
more
true,
more
authentic,
that's
really
what
it
is,
and
it
also
creates
room
for
us
to
have
maybe
a
different
facility
than
we
have
out
in
the
neighborhood.
So
I
really
like
that,
you
highlighted
that
councilman
clay.
Thank
you
for
bringing
that
I
looked
at
the
statistics
for
attendance
and
as
of
I,
think
my
statistics
were
through
the
end
of
April
and
we
were
down
300,000
person
visits
to
the
library
because
of
the
pandemic.
So
it's
it's
not
several
council
members
alluded
to
this.
E
A
F
So
our
our
face
for
opening
plan
of
actually
allowing
the
public
back-end
to
browse
the
collection
and
expand
those
computer
appointments
will
be
Monday,
July
6.
So
until
that
point
we'll
be
continuing
our
curbside
pickup
at
all
locations
and
then
continuing
to
kind
of
innovate
and
pilot
computer
usage
in
different
ways.
With
this,
these
kovat
restrictions
we
now
have,
but
that
will
continue
at
the
main
library
until
then
so.
A
F
A
Well,
I
think
that
what
we've
heard
is
madam
chair
is
that
there
is
a
consensus
that
you
know
your
your
Commission's
interest
in
seeing
us
move
forward
with
a
plan
and
committing
to
from
a
budget
perspective,
making
that
plan
real
and
so
able
to
be
implemented
in
time
in
time.
In
the
excuse
me
in
the
timing
that
you
have
with
the
executive
director
search,
so
all
to
be
aligned
is,
is
something
that
we
agree
ought
to
happen
and
staff
will.
You
know
staff
will
work
with
library
staff
to
begin
to
implement
that.
Thank
you.
E
Thank
you.
We
only
have
a
few
minutes
left
I
just
like
to
ask
if
any
board
members,
we
have
Dwayne
Carver
retiring
at
the
end
of
his
term
next
week
and
if
any
other
board
members
wanted
to
just
express
any
ideas
before
we
close,
because
this
is
a
very
engaged
and
vocal
are
our
discussions
are
so
robust,
so
I'd
like
to
give
that
opportunity.
If
we
could
mayor
board
members.
A
Well,
I
and
while
people
are
unmuting
on
my
list
of
things
to
do
right
before
we
adjourn
with,
you
was
to
thank
Dwayne
Dwayne.
Thank
you.
So
much
for
your
service,
you've
provided
in
a
valuable
time
and
thought
you're
dedicated
to
the
library.
I
am
always
amazed
at
how
you
seem
to
do
it
all,
because
the
sculpture
that
I
love
in
front
of
City
Hall
is
your
work
and
and
so
well,
you
won't
be
sitting
on
the
Library.
Commission
and
I
won't
see
your
name
and
no.
A
C
A
J
Before
we
leave
I
just
want
to
echo
your
appreciation
for
mr.
Carver
as
well.
I've
only
had
a
few
moments
to
a
few
opportunities
to
actually
chat
with
you
during
Commission
meetings,
and
it's
been
a
pleasure,
but
I
just
wanted
to
revisit
again
what
kovin
19
has
shown
us
and
what
it
has
shown
us
is
that
we
have
members
of
the
City
of
Boise
staff
who
do
a
lot
of
work
that
puts
them
in
peril
and
it's
not
something
that
we
couldn't.
J
J
D
D
D
M
E
A
E
A
A
We
have
the
budget
development
conversation
around
property
tax
increases
and
the
revenue
that
we
will
plan
to
take
that
will
set
up
the
building
of
the
budget
and
talking
with
council
members
and
the
public,
we've
decided
to
propose
a
zero
percent
increase
for
this
coming
year,
recognizing
that
them
that
staff
has
worked
hard
at
coming
up
with
how
we
could
do
that,
while
keeping
our
services
whole,
and
so
with
that
Eric
I'll.
Just
ask
you,
given
the
time
that
we've
got
to
jump
in.
N
Hopefully
everybody
can
see
them
before
I
jump
into
the
property
tax
discussion
I'll,
just
maybe
close
a
loop
on
the
discussion
of
just
the
council
and
the
board
just
had
in
terms
of
funding
for
a
master
plan
in
fiscal
year
2021,
and
due
to
the
timing
that,
where
we
are
I,
think
what
we
would
propose
would
be
to
allow
a
little
bit
more
time
to
kind
of
scope.
The
budgetary
needs
around
producing
a
master
plan
and
then
return
some
time
during
fiscal
year.
21
with
that
request
for
counsel
for
funding.
For
that.
A
N
The
main
topic
of
this
discussion
is
obviously
property
taxes
as
a
mayoral
attitude.
They're
really,
two
goals
that
we
have
for
this
presentation
first
would
be
to
reach
consensus
on
our
property
tax
approach
for
fiscal
year
2021
and
then
second,
we
can
review
kind
of
the
next
steps
in
the
budget
process.
I
only
have
a
handful
of
slides
I
want
to
leave
as
much
time
as
possible
for
discussion
here
within
the
30
minutes
that
we
have
so
to
recap,
kind
of
where
we've
been
over
the
last.
N
N
In
recent
weeks
we
have
been,
you
know:
modeling
different
scenarios
based
on
public
input
and
economic
data
and
mayor
councils,
a
desire
to
provide
meaningful
relief
to
our
community.
We
have
evaluated
different
different
scenarios
to
reduce
property
tax
growth.
Further
from
that
2%,
the
mayor's
currently
recommending
a
zero
percent
growth
rate
to
provide
additional
context
to
kind
of
where
we
are
right.
Now
you
may
have
seen
that
earlier
this
month,
the
governor
unveiled
a
plan
that
would
allow
for
a
portion
of
the
coronavirus
relief
funds
to
be
used
for
additional
property
tax
relief.
N
We
are
currently
evaluating
the
parameters
of
that
program
to
make
a
determination
of
whether
or
not
we
would
bring
you
know,
make
a
recommendation
in
terms
of
utilizing
that
program
I
think
either
way
would
return
to
the
council
late
later
this
month
or
early
in
July
for
a
discussion
once
they
fully
kind
of
absorbed
the
particulars
of
that
program,
and
we
can.
We
can
have
a
more
thoughtful
dialogue
around
that.
N
So
to
kind
of
recap
where
we
are-
and
you
know
where
we
were
moving
to
a
zero
percent
base,
growth
for
property
tax
would
have
essentially
a
3.2
million
dollar
revenue
impact
to
the
general
fund
when
compared
to
where
we
were
in
our
most
recent
budgetary
discussions.
Now
moving
to
a
zero
percent
growth
rate
doesn't
mean
that
there
would
be
no
growth
at
all.
What
it
means
would
be.
There
would
be
no
growth
to
essentially
existing
customers.
N
What
what
would
be
allowed
would
the
new
construction
annexation,
and
let
me
say
that
you
know,
as
growth
comes
into
the
city
and
as
new
homes
or
businesses
are
built
and
new
payers
are
coming
into
the
system.
There
is
an
opportunity
to
collect
taxes
from
from
those
new
payers
to
help
with
growth
related
costs,
so
for
every
half
percent
reduction
from
the
2%
that
we
were
previously
carrying
that
would
have
approximately
$800,000
revenue
impact
to
the
general
fund.
N
Therefore,
to
go
from
2%
to
zero
would
have
about
a
3.2
million
dollar
impact
for
every
half
percent
reduction.
From
the
average
home
standpoint,
every
half
percent
would
have
a
6.6
t9
cent
approximate
impact
and,
on
the
average
home
to
go
from
2%
to
zero
would
have
an
annual
impact
of
approximately
$27.
N
The
copy
up
at
all
that
I'll
describe
here
would
be
that
taxes
definitely
do
vary
by
home.
You
know
due
to
many
differences,
including
assessed
value
rate
of
growth,
and
then
the
issue
that
we've
talked
about
really
extensively
over
the
last
several
years
has
been
Burton
shift.
You
know
commercial
burden
shift
to
the
residential
sector
so
to
move
from
a
2
percent
growth
rate
to
a
zero
percent
growth
rate,
as
I
mentioned,
would
have
a
3.2
million
dollar
general
fund
revenue
impact.
N
So
in
order
to
ensure
that
we
would
go
into
fiscal
year
2021
we
do
have
some
recommended
offsets
for
that.
3.2
million
and
they're
really
called
out
here,
the
first
being
a
two
million
dollar
one-time
reduction
to
the
annual
transfer
from
the
general
fund
into
the
calcio
fund.
That
two
million
dollar
reduction
would
not
result
in
any
projects
being
deferred
or
canceled
or
anything
of
that
nature.
N
N
So
you
know
I
guess
turn
to
repeat
for
the
citywide
strategic
initiatives
and
the
energy
initiatives
as
well
as
the
capital
fund.
It
doesn't
represent
a
retreat
from
any
any
of
the
objectives
that
have
been
discussed
in
Prior
sessions
or
pulling
back
from
anything.
It's
just
relooking
at
the
landscape
of
available
funding.
L
Eric
I
know
that
you
said
that
this
is
something
that
would
need.
We
need
to
learn
a
little
bit
more
about
before.
We
can
talk
about
it
if
there
was
funding
from
the
state
does
that
take
away
some
of
the
things
that
you
just
showed
the
offsets
or
would
those
offsets
remain
the
same
even
if
there
was
assistance
from
the
state
with
funding,
or
that
is
that
too
early
to
even
have
that
conversation
Thank.
N
You
councilmember,
no
actually
I-
think
I
can
speak
to
that.
Largely
the
recommendations
on
that
top
portion
of
the
slide
would
remain
unchanged.
There
is
one
one
caveat
in
that
to
the
degree
that
the
city
were
to
opt
into
that
state
program,
there
would
essentially
be
a
premium
that
the
city
would
collect
from
from
those
coronavirus
relief
funds.
So
you
know
if
the
city
were
to
receive
funding,
and
you
know
again
we're
still
very
much
evaluating
this
15
to
16
million
dollars.
Probably
no,
perhaps
there
would
be
person,
you
know,
potentially
a
3%
premium.
N
N
So
so
you
know
kind
of
mentioning
that
four
hundred
and
eighty
thousand
five
hundred
thousand
dollar
number,
depending
on
you
know
how
much
funding
were
to
be
made
available.
That
would
offset
you
know
or
could
offset
a
portion
of
it
if
the
City
Council
opted
into
that
program
and
then
one
other
note
you
know
to
you
know,
as
we
were
evaluating
these
options
and
looking
at
making
reductions
to
various
contingency
accounts
and
whatnot
and
looking
at
the
capital
transfer.
One
thought
that
was
raised
was
you
know,
to
the
degree
that
the
kovat
19.
N
Which
we
are
recommending
in
fiscal
year,
2020
one
would
be
unused
council
could
opt
to
direct
those
funds
back
to
the
capital
fund
to
offset
the
proposed
two
million
dollar
reduction
outlined
on
this
slide,
and
that
would
be
something
that
we
could
talk
about
and
kind
of
plan
for
throughout
the
course
of
fiscal
year.
It's
one
you
want,
madam.
J
N
Councilman
Sanchez!
Yes,
if
the
600,000
was
not
utilized
from
the
cove
it
you
know
and
I
think
you're
referring
to
the
piece.
That's
in
that
950
thousand
dollar
bullet,
certainly
that
money
could
be
reallocated
to
one
of
the
other
accounts.
We
would
still
need
to
find
a
way
to
balance
to
the
3.2
million
dollar
reduction
that
would
be
required
to
go
from
2%
to
0%.
N
N
N
The
my
recommendation
will
be
to
propose
or
to
focus
immediately
on
fiscal
year
2021
and
as
we
look
at
a
0%
that
potentially
has
base
implications,
you
know
into
fiscal
year
22
and
beyond
for
them
for
the
sake
of
expediency.
I
would
say
that
you
know
if
we
focus
immediately
on
fiscal
year
21
and
then
over
the
coming
months
we
can
look
at
fiscal
year
2022
and
beyond.
As
we
weigh
you
know,
new
data
that
comes
in
our
success
and
realizing
savings
in
other
areas.
N
N
N
With
the
budget
workshop,
the
workshop
being
pushed
out
one
week
until
June,
20,
June,
30th
I,
should
say
the
abbreviated
budget
document
would
be
available.
June,
26th,
June,
30th
we'd
have
our
budget
workshop.
We
would
discuss.
You
know
the
overall
parameters
of
the
budget
and
there
are
a
few
other
topics
that
we've
talked
about
discussing
as
part
of
this
process:
the
parks
and
recreation
capital
program
in
terms
of
what's
outstanding
fire
facilities.
A
Eric
I've
got
a
question.
Excuse
me
just
jump
in:
where
is
it?
Would
we
have
to
have
the
conversation
about
the
governor's
piece
on
June
or
July
14th,
because
it's
the
deadline
for
that
the
17th?
But
is
it
your
intention
to
come
to
us
before
that
with
detail
on
it
as
well,
so
that
we're
able
to
like
really
think
through
what
that
looks
like
thank.
N
A
D
Ahead
counselor,
thank
you,
madam
Erin,
so
Eric
I
certainly
support
going
to
the
zero-percent
I
think
in
this
year.
We
really
would
be
remiss
not
to
do
that.
We've
got
a
lot
of
people
who
are
struggling
and,
frankly,
I
think
it's
important
for
people
to
understand
that
we're
not
only
doing
everything
that
we
can,
but
perhaps
in
the
end,
help
us
all
understand
the
property
tax
system
a
little
better
and
hope
that
maybe
there
will
be
some
reforms
at
the
state
level.
The
other
I
guess
comment.
D
I
have
so
so,
based
on
that
I
think
building
a
budget
based
on
0%
would
be
a
direction.
I
would
certainly
support.
However,
given
everything
else
that's
happened.
I
would
like
to
see
some
room
in
that
budget
for
us
to
continue
to
have
conversations
about
strategic
investments.
I
know
the
mayor
produced
a
list
of
strategic
investments
that
she'd
like
to
make
I
think
those
are
important.
Things
I
think
that
at
a
time
like
this
making
those
kinds
of
investments
is
incredibly
important
for
the
future,
but
my
guess
is
given
everything
that's
happening.
D
It
would
be
nice
to
have
room
to
talk
about
those.
A
little
more
broadly
and
perhaps
to
talk
about
adding
some
or
delaying
some
or
whatever
and
I,
don't
know.
If
there's
an
opportunity
to
build
that
kind
of
flexibility
into
our
discussion
at
the
budget
workshop,
we've
never
had
to
do
that
frankly,
so
I
recognize.
D
That
is
asking
a
lot,
but
I
think
all
of
us
have
received
a
number
of
the
emails
asking
for
a
change
in
strategic
investments
in
terms
of
public
safety
versus
social
services
and
I
would
like
to
at
least
be
able
to
have
the
conversation
about.
Are
there
some
things
that
we
could
do
early
on
in
the
beginning?
While
we
begin
having
those
discussions
about
about
bigger
changes
that
could
make
a
difference.
L
H
There's
a
lot
of
folks
in
the
community
who
still
haven't
seen
unemployment
checks
after
nine
plus
weeks,
so
I
think
that
there's
a
lot
of
people
in
Boise
who
are
hurting
right
now
and
I
think
that
as
part
of
our
community,
it
reflects
our
values
too.
You
know
also
tighten
our
belts,
just
like
everyone
else
is
doing
so.
I
appreciate
the
quick
work
in
making
this
big
adjustment.
I
know
that
it
was
no
small
task,
and-
and
thank
you
for
listening.
A
L
Madam
mayor,
thank
you
yeah
I'm,
on
board
for
that
for
the
zero-percent
as
well.
I.
Think
that
that's,
you
know
very
clear
that
the
mayor's
office
and
council
leadership
has
been
listening
to
the
needs
of
the
community,
and
it
seems
like
that
seems
to
be
the
one
of
the
large
needs
right
now.
I
would
echo
Elaine's
desire
for
there
to
be
some
room
in
openness
to
like
talk
about
the
social
services
and
just
talk
about
some
of
the
funding
there.
I
do
have
one
concern,
and
that's
just
that.
I
know
that
we
had.
A
J
A
L
Metameric
thank
you
for
for
opportunity
to
clarify
that
a
little
bit
more
I
had
thought
that
we
had
talked
about
doing
a
virtual
Town
Hall
in
a
telephone
town
hall
to
create
some
more
opportunities
for
conversation
between
the
council
and
the
public
I
know.
A
lot
of
us
are
doing
that
on
our
own,
which
is
great
and
I,
know
that
a
lot
of
us
are
getting
tons
of
emails
about
it.
L
I
do
think,
there's
something
to
be
said
for
conversation,
even
if
it's
virtual,
which
is
not
my
favorite
I'm,
not
great
at
it,
but
I,
think
any
time
for
interaction
and
dedicated
time
to
do.
That
would
be
something
that
I
would
be
excited
to
participate
in
and
and
if
there
was
a
way
of
factoring
that
back
in,
even
though
the
timeline
is
short,
I
would
love
to
explore
ways
to
do
that.
I
I
I
I
was
happy
to
see
that
the
City
Council
strategic
initiatives
fund
was
included
as
I
wanted
to
ensure
that
us
as
a
council
works,
were
also
a
part
in
that
process
to
tighten
our
belts
and
ensure
that
we're
you
know
we're
making
cuts
as
well
to
help
the
citizens
of
Boise,
so
I
just
wanted
to
make
sure
I
had
voiced
my
support
for
the
zero-percent
and
I
really
hope
that
we
are
able
to
participate
in
the
state
funding
program
that
the
governor
has
outlined
and
look
forward
to
those
details.
Thank
you,
madam.
J
You,
yes,
thank
you
Eric
for
all
your
hard
work,
Thank
You
mayor
as
well.
Thank
you
to
our
council
leadership
for
expressing
the
rest
of
councils
that
take
on
on
the
budget
I'm
in
full
support
of
the
zero-percent
as
well
as
I
shared
during
during
these
work
sessions
and
with
madam
mayor.
My
concern
is,
you
know,
what's
going
to
happen
as
we
enter
this
new
recession
and
I
just
want
us
to
be
able
to
meet
the
needs
of
those
folks
who
aren't
going
to
be
having
their
needs
met
anywhere
else.
J
You
know
and
I'm
thinking
about
the
working
poor
people
who
are
there
doing
everything
they
can
to
survive
and
as
council
Pro
Tem
weddings
mentioned.
You
know
here
we
are
in
a
situation
where
they've
they've
applied
for
unemployment
and
there's
still
several
weeks
behind
in
getting
their
payments.
So,
and
you
know,
I
worry
about
what
comes
in
the
next
few
years
into
this
recession.
J
So
as
long
as
we
have,
it
can
be
creative
and
find
ways
to
offset
that
relief
that
we're
going
to
be
providing
to
property
owners
to
homeowners,
I'm,
hoping
that
we
can
still
remain
creative
and
find
other
revenue
sources
as
we
need
them
for
the
public.
Moving
forward.
I
worry
about
the
people
who
fall
between
the
cracks
that
they
don't
make.
They're
not
poor
enough
to
qualify
for
public
assistance,
but
they're
still
not
making
it.
J
B
K
The
only
other
piece
of
direction
that
I
would
offer
to
the
conversation
is
that,
let's
make
sure
that
the
budget
that
we
create
is
one
that
works
functions
gets
us
to
where
we
need
to
be,
irrespective
of
what
happens
on
July
17th
with
the
governor,
and
the
reason
for
that
is
that,
as
we
make
this
decision,
we
don't
want
to
be
thinking
about
some
benefit
in
the
future.
That
will
allow
us
to
make
compromises
now
that
we
don't
really
need
to
make.
K
What
we
want
to
do
is
be
able
on
July
17th,
walk
away
from
that
opportunity.
If
it
turns
out
to
be
a
bad
deal
from
Boise
and
still
be
whole,
we
want
to
treat
it
as
a
potential
sunny
day
upside
that
may
be
coming
our
way
that
we
are
utterly
intact
without
and
I
think
I'm
very
confident
from
Eric's
presentation
that
that's
exactly
what
he's
doing,
but
that
would
be
you
know
the
last
piece
of
thought
that
I
have.
The
final
comment
is
this:
is
you
know?
K
Zero
percent
is
the
right
thing
to
do
right
now?
It's
a
good
thing
to
do.
It
reflects
the
need
and
pain
that
we're
hearing
a
lot
from
our
community,
but
we
are,
on
average,
going
to
be
saving
people
about
thirty
eight
dollars
and
the
reason
for
that
has
nothing
to
do
with
the
percent
we
take.
It
has
nothing
to
do
with
decisions
that
we
have
the
ability
to
make
here.
K
It
has
to
do
with
a
broken
tax
formula
and
a
recalcitrant
legislature,
and
so
I
hope
that
as
people
see
this
process-
and
they
see
our
city
take
this
hit
and
they
see
us
step
up
and
try
to
help
them
and
not
be
able
to
help
them
as
meaningfully
as
we
all
want.
I
hope
that
encourages
them
to
go
to
the
Statehouse.
The
same
way
they've
come
to
us
and
asked
her
out
there,
because
that's
what
they
need
and
that's
why
they're
gonna.
B
A
A
With
that
Eric
I
will
say
it
that
you've
got
your
direction
and
I
want
to
say
again,
I've
been
thank
you,
you've,
you're
apt,
as
tirelessly
and
I've
joked
to
staff
that
I'm
going
to
lock
you
out
of
the
building
once
the
budget
process
is
over,
because
you
need
a
break
and
but
truly
appreciate
your
dedication
to
this
and
the
and
the
rollercoaster
that
finances
have
been
on
because
of
all
the
unknowns
around
kovat
so
appreciate
the
work,
and
we
will
see
you
back
to
talk
more
budget
stuff
next
week.
Madam.
J
Mayor,
yes,
sir
one
more
thing:
I
just
I
want
to
amplify
what
councilman
Baigent
said.
I
think
it's
important
for
the
public
to
know
that
this
is
the
gesture
that
the
City
of
Boise
is
making
that
the
council,
the
mayor,
is
making
to
help
the
community
and
I
just
want
to
strongly
echo
what
councilman
beige
it
said.
We
need
the
public
to
be
engaged
not
just
with
the
city
but
with
the
Idaho
Legislature,
because
that
is
where
the
most
significant
change
can
take
place.
J
A
D
B
A
So
now
we
have
one
more
item
before
we
go
into
executive
session
and
that
is
on
policing
policies.
I
want
to
say
thank
you
to
council
leadership
for
I'm,
proposing
that
we
have
this
discussion
now.
It's
timely,
it's
important,
see
acting
chief
winegar
is
here,
as
you
all
know,
and
I
think
is
Alison
tape
joining
us
as
well
as
you
all.
M
A
A
A
M
We
have
provided
a
memo
previous
to
this,
discussing
our
alignment
with
the
campaign,
zero
policy
recommendations
that
have
been
made.
I'll
many
refer
to
those
those
as
the
eight
can't
wait,
and
so
we're
here
today
to
provide
some
information
and
answer
questions
that
you
may
have
about
those
policies
and
practices
that
we
have
in
place
that
complement
that
alignment
I
want
to
start
by
addressing
those
recommendations.
M
We
group
them
by
topic
for
purposes
of
this
conversation
so
they're,
not
necessarily
in
the
order
that
that
you
may
have
seen
them
and
then
maybe
around.
Is
it
something
that
you
have?
Is
there
a
slide
presentation
or
do
I
need
to
share
my
screen
with
you?
Is
that
Jade
to
the
bottom?
You
need
to
share
your
screen.
Okay,
we'll
hope
that
this
works
then.
B
M
So
that
is
something
certainly
that
we
already
have
in
policy
and
we
already
teach
and
practice
in
all
in
all
that
we
do
so.
Our
goal
is
always
to
maintain
distance
to
try
to
de-escalate
a
situation,
so
that
force
is
not
not
necessary.
Of
course
that
doesn't
always
work,
but
we
we
hope
that
that
is,
is
always
on
our
officers
minds
as
they
entered
any
situation
and
we
don't
just
hope
for
it.
We
practice
it.
We
teach
it
and
we
have
it
in
policy
that
they
do.
B
K
M
I
said
that
that's
not
what
I
meant
to
require
a
warning
before
shooting
before
using
deadly
force,
so
the
recommendation
is
to
require
that
officers
give
a
verbal
warning
when
possible
before
shooting
at
a
civilian,
and
certainly
certainly
that
is
in
place
as
well
in
policy.
Sometimes
it
is,
it
is
impossible,
but
that's
very
rare,
but
there
are
situations
where
that
would
not
be
feasible
to
give
a
verbal
warning.
In
other
words,
if
you
have
an
active
shooter
somebody,
that's
that's
systematically
shooting
people.
M
J
M
Great
question:
councilmember
Sanchez,
thank
you,
so
that
would
generally
be
what
we
practice
and
what
we
teach
is
to
identify
ourselves
as
police,
so
police
drop,
the
gun,
police,
stop
police,
don't
move
something
along
those
lines
to
get
the
subjects
attention
and,
generally
speaking,
if
they
are,
they
are
focused
on
somebody
else
or
intent
on
causing
harm
to
somebody
else.
We
want
to
redirect
that
that
attention
to
us
so
we
can
thereby
save
somebody
else's
life.
M
If
that,
if
that
action,
whatever
they're
doing,
is
a
threat
to
us
alone,
then
certainly
we
want
to
make
sure
they
understand
who
we
are.
We
are
the
police,
so
often
our
officers
will
identify
themselves.
Boise,
Police,
Boise
police,
don't
move
those
kinds
of
commands
and
then
obviously
we
would.
We
would
roll
right
into
a
de-escalation
situation
where
you
try
to
have
a
dialogue
with
somebody
if
they
don't
pose
an
immediate
threat,
if
they're
not
pointing
a
gun
or
attempting
to
use
a
weapon
against
us.
M
M
You
bet
and
moving
on
the
requirement
to
exhaust
all
alternatives
before
shooting
recommendation
is
that
it
would
require
officers
to
exhaust
all
other
reasonable
means
before
resorting
to
deadly
force
again.
Deadly
force
is
always
a
last
resort
for
us
and
our
officers
are
required
when
possible
to
use
de-escalation
techniques,
as
we
mentioned
during
all
use
of
force
scenarios,
and
that
includes
providing
verbal
warnings
prior
to
the
use
of
force
dialoguing
trying
to
trying
to
have
those
conversations
so
that
force
is
not
necessary.
M
Of
course,
you
have
the
extreme
that
occasionally
does
happen
where,
if
somebody's
shooting
at
you
you
you
don't
pepper
spray
them
or
tase
them
or
pull
out
your
baton
if
you're
taking
rounds
you
you
have
to
deal
with
that
threat
as
it
comes,
but
but
certainly
under
all
other
circumstances.
That
would
that
would
be
a
requirement
and
it's
certainly
covered
in
our
policy.
M
M
Frankly,
we
have
in
the
past
many
many
years
ago
we
had
a
use
of
force,
continuum
and
I
think
best
practice
and
modern
policing
that
has
given
way
to
a
more
appropriate
situation
where
we
teach
ethical
intervention
during
de-escalation
we
teach
implicit
bias
training.
We
also
have
policy
that
states
an
employee
shall
report
to
their
supervisor,
things
that
that
come
up
I'm,
sorry,
I'm,
skipping
ahead
a
little
bit
I
apologize.
M
An
officer
should
never
employ
unnecessary
force
or
violence
and
should
use
only
such
force
in
the
discharge
of
their
duties,
as
is
objectively
reasonable,
in
all
circumstances.
So
we
feel
like
we're
actually
being
more
more
accountable
and
requiring
more
accountability
from
our
officers,
with
the
use
of
force,
training
that
they
receive
and
the
use
of
force
requirements
that
they
operate
under.
M
So,
having
said
that,
we're
happy
to
have
discussions
about
use
of
force
continuum
and
what
that
means
to
folks,
and
it
might
just
be
that
there's
confusion
about
what
that
means,
and
we
can
come
to
some
understanding,
but
we
have
definitely
made
the
conscious
efforts
to
have
in
place
our
use
of
force
policies
as
they
are
and
have
kind
of
gone
away
from
a
use
of
force
can
UUM
as
such,
at
least
as
we
understood
it
in
the
past.
Are
there
questions
on
that?
One.
M
Certainly
we
don't
feel
like
our
presence
is
force,
but
we
can
often
do
much
to
de-escalate
a
situation
simply
by
being
present
and
by
having
our
uniform
there
and
having
people
understand
that
we
are
on
the
scene
and
taking
steps
to
make
whatever
the
situation
is
more
calm
and
reduce
the
need
for
force
in
the
future.
It
also
outlines
that
we
never
employ
unnecessary
force
or
violence
and
shall
only
use
such
force
in
the
discharge
of
our
duties,
as
is
objectively
reasonable
in
all
circumstances.
M
So
I
won't
read
that
whole
thing
to
you,
but
you've
had
a
chance
to
look
at
it
for
a
moment
and
I
just
want
wanted
to
draw
that
to
your
attention,
but
that's
the
overwhelming
guidance
when
it
comes
to
use
of
force.
The
vast
majority
of
our
contacts
with
citizens
are
peaceful,
with
no
force
being
used,
and
those
very
very
few
situations,
comparatively
that
we
use
force,
are
very.
M
We
can
jump
forward
again
to
the
the
next
group
of
policy
recommendations
from
the
eighth
can't
wait.
The
next
one
is
requiring
comprehensive
reporting
and
each
time
we
use
force
or
threaten
to
use
force
against
civilians,
and
this
is
that
that
we
teach
ethical
intervention
during
our
de-escalation
training.
Our
implicit
bias
training
and
our
policy
also
states
that
an
employee
shall
report
to
their
supervisor
any
information
coming
to
their
attention
tending
to
indicate
that
an
employee
has
violated
a
law,
rule
regulation
or
order.
M
So
we
feel
like
we
address
it
in
many
different
phases
of
our
training
and
our
policy.
We
don't
specifically
require
reporting
when
there's
a
threat
of
force
by
it
by
an
officer,
but
we
do
require
reporting
anytime.
Force
is
used
above
and
beyond
soft
empty
hand,
control
technique,
so,
in
other
words,
if
I
say
you're
under
arrest
and
I,
take
control
of
your
arm
and
put
it
behind
your
back
for
handcuffing.
That
would
be
a
use
of
force,
certainly,
but
that's
not
one
that
we
require
a
specific
comprehensive
report
on.
M
We
always
do
obviously
put
it
in
our
reports
that
person
was
handcuffed,
but
if
there
was
no
resistance
and
no
no
force
other
than
soft
empty
hand,
control,
which
is
what
we
describe
that
as
there
is
not
a
reporting
requirement
now,
if
it
results
in
an
injury
of
any
kind
or
a
complaint
of
injury,
then
we
do
do
a
use
of
force,
review
and
a
formal
report.
So
that's
that's
one
thing:
I,
don't
think
we've
ever
truly
highlighted
before,
but
we
do
a
comprehensive
use
of
force
review
anytime.
M
There
is
a
complaint
of
injury
or
an
obvious
injury,
regardless
of
the
use
of
force
used,
even
if
it's
just
soft
empty
hand,
control
going
up
from
that.
Like
a
hard,
empty
hand,
technique
would
be
a
strike
or
a
kick
or
something
that
would
be
likely
to
to
disrupt
somebody's
doing
whatever
they're
doing
this
requiring
us
to
intervene,
but
those
techniques
all
require
a
use
of
force,
reporting
so
and
obviously
any
use
of
a
of
an
intermediate
or
impact
weapon.
The
Taser,
a
baton,
pepper
spray.
M
Those
things
are
all
required
in
policy
to
have
a
use
of
force,
review
and
report.
So
we
feel
like
we're,
with
the
exception
of
the
threats
of
force
against
civilians,
we
don't
track
that
per
se,
so
we
certainly
are
open
for
conversations
and
discussion
on
that
point.
If
that's
something
that
you
as
a
mayor
or
council
have
direction
for
us,
we
can.
We
can
sit
down
and
talk
about
that
at
any.
L
Thanks,
madam
mayor
and
Thank
You
chief,
a
question
about
the
reporting
when
there's
any
sort
of
reporting
for
use
of
force,
what
type
of
demographic
information
is
recorded
like
a
recording
age,
gender
race
in
any
of
that
reporting,
or
is
it
go
into
that
sort
of
depth.
M
So,
generally
speaking,
anytime
there's
a
use
of
force.
There
would
also
be
a
police
report
written
by
the
officer
and
then
that
use
of
force
is
a
review
of
the
officer's
actions
and
a
review
of
the
officers
report
and
on
that
report.
Demographics
are
certainly
captured
as
far
as
personal
information
name
age,
address,
physical
description,
height
weight,
those
types
of
things
as
well
as
their
race,
or
sometimes
a
best-guess
by
the
officer
as
to
what
the
person's
race
is.
M
L
Thank
You
Keith
and
then,
madam
mayor,
just
a
follow
up
question
there
again,
chief
I
really
appreciate
it
when
you're
when
you're
talking
about
what's
considered
a
use
of
force-
and
you
know,
threats
of
force
versus
use
of
force
versus
a
soft
open
hand,
and
things
like
that.
Do
you
know
compared
to
compared
to
some
other
cities,
like
our
other
cities,
implementing
more
of
those
threats
or
soft
open
hand
or
is
Boise
pretty
pretty
on
par
or
ahead
of
the
curve
compared
to
what
other
police
departments
are
doing.
Did
that
question
make
sense.
L
Yeah
I
guess
like
as
far
as
the
reporting
goes,
are
there
other
police
departments
that
are
stricter
on
reporting
for
either
threats
of
use
of
force
in
the
need
to
report
or
in
the
circumstance
where
you
said,
like
a
soft
open
hand,
isn't
necessarily
considered
reportable?
Are
there
other
cities
who
are
stricter
in
their
reporting?
You
know
sure.
M
Thank
you
for
clarifying
I
would
say.
Yes,
there
are
other
agencies
that
are
more
strict
in
their
reporting,
but
I
think
we're
probably
pretty
comparable
to
most
agencies
throughout
the
country.
At
least
those
of
our
size
and
demographics.
I
think
we're
pretty
on
par
with
them,
but
you'll
find
probably
across
the
board
from
from
one
side
to
the
other,
some
more
restrictive,
some
less
but
I
think
we're,
probably
in
the
ballpark.
D
D
Thank
you
since
comes
remember.
Halliburton
brought
this
out,
but
I
thought
I
I,
don't
know
how
much
time
we're
going
to
have
one
of
the
things
I'm
interested
in
is
learning.
If
we
have
statistics
or
analysis
of
the
demographics
and
the
racial
makeup
of
the
people,
we
use
force
against
the
people.
We
pick
up
and
don't
issue
a
ticket,
the
people
we
do
issue
a
ticket
misdemeanors
that
we
issue
I
and
then,
comparing
that
to
our
community
makeup.
Do
we
have
those
kind
of
statistics.
M
Council
president
Clegg,
thank
you
that's
an
excellent
question
and-
and
the
answer
is
mostly
not
but
some
we
do
and
let
me
explain
a
little
further
when
we
make
traffic
stops
or
we
make
contacts
with
community
members
in
the
community.
We
don't.
We
don't
currently
gather
the
demographic
information
like
which
what
race
are
they,
so
there
really
isn't
a
database
to
go
back
and
say:
Boise
Police
Department
made.
You
know,
17,000
traffic
stops
that
last
year
and
I'm
just
pulling
that
number
of
the
year
because
I
don't
know
what
that
number
Li
is.
M
But
if
we
made
17,000
stops,
we
could
not
tell
you
based
on
those
stops
what
race
you
know.
What
percentage
of
folks
of
that
17,000
work!
You'll
erase.
There
is
not
a
place
on
an
Idaho
uniform
citation
to
to
log
a
person's
race
when
it
gets
into
a
crime
reporting
situation
where
we're
writing
a
actual
police
report.
So
for
a
misdemeanor
or
a
felony
violation.
M
A
And
before
councilmember
Sanchez
you're
up
next,
we
have
7
minutes
and
we've
got
a
full
executive
session.
So
just
in
response
to
the
council
presidents
question
of
query
about
time.
This
is
the
first
of
many
conversations
that
we'll
have
so
let's
councilmember
Sanchez
and
then
make
sure
that
we've
hit
on
highlights
who
were
all
on
the
same
page
to
prep
us
for
the
next
conversation,
Thank.
J
You
mayor
chief
I
just
wanted
to
convey
some
information
that
I
received
earlier
today,
dr.
Charlene
Taylor
as
an
african-american
woman
who
was
on
the
receiving
end
of
a
racial
racist,
verbal
assault
in
the
north
end,
and
she
just
messaged
me
to
let
me
know
that
she
received
a
visit
earlier
today
from
believe
sergeant,
Nick
Duggan
inquiring
about
her
welfare
and
I.
Just
wanted
to
thank
you
for
that.
J
That's
been.
My
only
issue
is
I've
wanted
to
see
more
of
that,
it
seems,
like
we've,
been
very
purposeful
about
ensuring
the
first
and
second
Amendment
rights
of
our
citizens,
but
I,
don't
know
that
we
have
done
in
this
part
about
reassuring
the
folks
in
our
community
who
don't
choose
to
exercise
those
rights
in
quite
the
same
way
and
who
feel
attacked
and
they
feel
very
vulnerable
and
quite
scared,
and
so
I
just
wanted
to
thank
whoever
decided
that
that
would
be
a
good
idea.
J
M
Sergeant
Duggan
is
the
sergeant
in
our
neighborhood
contact
officer
unit
and
so
I
appreciate
him
reaching
out
and
checking
on
her,
and
you
know
sometimes
that's
what
it's
all
about
is
just
just
making
sure
people
know
that
we
care
and
we're
here
as
a
resource
I,
don't
believe
she
ever
reported
to
us
or
made
that
report
to
us,
but
once
we
become
aware
of
it,
we
we
can
definitely
do
better.
So
thank
you.
I
appreciate
them
doing
that
for
sure,
as
well.
M
I
think
we're
quickly
running
out
of
time,
so
I'm
just
going
to
hit
a
couple
of
points
really
quickly
banning
shooting
at
moving
vehicles.
We
do
have
a
policy
in
place
that
addresses
that,
and
only
in
the
most
egregious
of
situations
would
we
shoot
at
a
moving
vehicle.
In
other
words,
if
if
a
vehicle
is
going
down
and
somebody's
shooting
from
the
vehicle
mowing
down
people
in
a
crowd,
we
would
certainly
look
at
shooting
at
that
vehicle
or,
though
the
occupants
of
that
vehicle
to
stop
that
action.
M
If
a
vehicle
is
being
used
as
a
terrorist
type
attack
where
the
vehicle
is,
is
a
danger
to
the
people
in
a
crowd.
We
would
do
and
do
that
as
well,
but
it's
very
very
limited
when
we
would
ever
allow
shooting
and
moving
vehicle
duty
to
intervene.
This
is
a
place
where
we
have
the
the
ability
to
make
some
tweaks
on
this
again.
M
We
have
policy
in
place
requiring
things
and
and
reporting,
but
we
can
probably
strengthen
or
make
a
specific
policy
around
this,
and-
and
we
could
do
that
relatively
quickly-
a
couple
more
things
really
quickly
banning
chokeholds
and
strangleholds.
This
may
be
for
another
discussion
another
day
for
sure,
there's
a
lot
to
it,
but
we
we
absolutely
do
not
allow
chokeholds
or
strangleholds.
We
have
come
to
see
strangulation
as
a
felony
crime
in
the
state
of
Idaho
in
those
domestic
violence
situations.
We
recognize
that
anything
taking
away.
M
Somebody's
airway
and
ability
to
breathe
and
causing
damage
to
that
windpipe
is
a
very,
very
serious
situation.
That's
that's
in
our
lethal
force
or
deadly
force
categories,
we
do
utilize,
what's
called
a
lateral,
vascular,
neck
restraint
and
we
can
go
into
that
later
when
we
have
more
time
but
we'll
be.
We
are
certainly
looking
at
that
as
well
and
looking
at
the
the
president's
executive
order
that
was
signed
today.
M
We
do
not
believe
that
it
has
any
effect
on
our
policy
because
we
already
banned
chokeholds
and
strangleholds
in
the
police
department,
but
we
do
allow
for
that.
Lateral,
vascular,
neck
restraint
and
I'm
sure
we'll
have
more
discussions
on
that
to
come.
Madamme
up
up
really
quickly.
Sorry
go
ahead.
Madam.
J
Mayor,
thank
you
quickly
before
you,
coach,
I,
just
wanted
to
convey
two
questions
that
I
received
from
the
public.
One
of
the
questions
is,
they
wanted
to
know
how
often
BPD
receives,
and
this
is
the
entire
staff,
including
dispatchers,
receives
implicit
bias,
training
and
then
the
other
question
was:
are
there
going
to
be,
or
are
there
ways
for
the
community
to
be
more
involved
in
giving
feedback
to
BPD?
Those
are
the
two
questions
and
you
don't
have
to
answer
them.
M
Absolutely
we
would
would
be
happy
to
do
that
in
in
just
closing
it
out.
We
review
and
amend
our
policy
manual
regularly.
We
base
that
on
best
practices,
national
trends,
new
tools,
things
that
come
forward,
and
so
we
are
certainly
reviewing
our
policy
manual
currently
and
looking
at
all
of
these
policies,
especially
our
use
of
force
policy.
We
look
for
sources
of
information
and
best
practices
across
the
country
and
around
the
world.
M
Frankly,
we
look
at
the
International
Association
of
Chiefs
of
Police,
the
police,
executive,
Research
Forum,
the
benchmark
cities
peer
group
and
our
primary
peer
cities
group,
as
identified
by
the
City
of
Boise
just
recently,
so
we
are
constantly
looking
we're
constantly
making
efforts
to
engage
our
community
and
find
out
what's
on
their
mind,
and
certainly
we're
hearing
a
lot
right
now
and
that's
that's
good.
We.
I
Madam
mayor
yeah,
thank
you
madam
mayor
I
know
we're
out
of
time.
I
only
wanted
to
thank
you.
Chief
I
appreciate
this
presentation.
It
was
very
enlightening
and
helpful
to
me
and
I
really
appreciate
the
work
of
the
Boise
Police
Department
feel
like
you
are
really
ahead
of
the
game
on
many
of
these
policies.
I
look
forward
to
continuing
the
discussion
on
some
of
these
that
maybe
there's
continued
improvement.
We
can
still
make,
but
I
just
wanted
to
voice
my
support
and
for
the
work
that
you're
doing
BBD.
Thank
you.
H
Thank
you
I'm,
sorry
to
interrupt.
You
run,
but
I
wanted
to.
Thank
you
also
for
doing
this
on
such
short
order.
I
know
that
we've
all
been
hearing
from
folks
around
the
community
and
I
think
it's
really
important
that
we
all
get
on
the
same
page
about
the
current
state
of
the
Boise
Police
Department
in
the
current
state
of
safety
in
our
city,
so
that
we
can
together
decide
how
we
want
to
move
forward
to
ensure
the
safety
of
all
of
our
citizens.
So
thank
you
for
being
so
responsive
and
I.
M
Thank
You,
councilmember,
weddings
and
I
would
just
you
know.
In
closing,
say
we
acknowledge
that
there
are
many
good
reasons
for
people
to
be
upset
and
angry
and
expressing
these
strong
opinions,
and
we
absolutely
acknowledge
that
and
acknowledge
the
need
for
improvement,
and
there
are
absolutely
things
we
can
do
to
to
be
better.
So
we
look
forward
to
that.
L
L
We
can
tell
that
when
you
know,
communities
have
for
more
restrictive
use
of
force
policies
that
it's
significantly
safer
for
the
public
and
for
the
police,
and
so
it's
exciting
to
see
that
we
have
six
or
more
of
these
already
available
and
I
guess.
The
only
other
thing
I
want
to
say
is
just
to
thank
you
for
taking
steps
to
actually
addressing
how
to
improve
some
of
these
on
your
own.
L
I
never
want
to
be
somebody
who
comes
in
and
tell
somebody
how
to
do
their
job
because
they
think
that
you
all
know
kind
of
those
things
that
can
be
done
and
it
kind
of
reinforces
I
think
our
city's
values
of
there's,
nothing
that
we
can't
do
better
and
so
I
guess
I
just
appreciate
you
looking
at
those
policies
and
seeing
if
there
are
room
to
improve
those
types
of
things.
So
thank
you.
D
You
and,
and
thanks
to
both
you
and
chief
Weininger,
for
this
presentation
on
such
notice,
I
think
it
was
a
really
important
starting
point.
With
that
I'd
move.
We
go
into
executive
session
land
acquisition,
Idaho
Code,
74
206
1c
records
exempt
from
disclosure,
Idaho
Code
74
206
1d,
to
communicate
with
legal
counsel
regarding
pending
litigation
or
imminent
litigation,
Idaho
Code,
74,
206
1f,
and
to
communicate
with
risk
management
regarding
pending
claims
or
imminent
claims.
Idaho
Code,
74,
206,
1
I.