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From YouTube: Boise City Council - Strategic Planning
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B
A
Well,
it's
she's
here,
but
online.
All
present,
all
right,
I'm,
just
gonna,
say
a
couple
things
to
kick
this
off:
Stephen
welcome,
we've
got
breathe,
I
think
that'll
follow
Steven
today,
because
it's
the
end
of
the
fiscal
year.
We've
asked
folks
that
are
involved
in
some
of
the
highest
priority
strategic
projects
and
issue
areas
to
come
present
where
we've
been
what
we've
accomplished
this
year
and
and
you
know
that
that
helps
us
tee
up.
What's
going
to
happen,
the
next
fiscal
year,
which
starts
next
week,
A
lot's,
been
done.
A
A
Of
course,
VRT
from
Traffic
Safety
I
have
an
update
on
housing
because
of
the
high
focus
there
and
then
Public
Safety
of
return
after
hearing
from
both
Chiefs
on
their
Capital
plans,
long
term
a
return
to
kind
of
update
us
on
where
we're
at
today,
as
we
head
into
the
next
fiscal
year,
especially
when
it
comes
to
the
the
new
hiring
that
will
happen
with
fire
and
additional
positions
with
police.
So
with
that
I'm
just
going
to
have
Stephen,
take
it
over
to
go
through
vrt's
routes.
B
And
I'm,
the
chief
of
staff
for
the
city
of
Boise
and
Brie
brush
unexpectedly,
is
unable
to
make
it
this
morning.
B
So
I
asked
for
your
kindness
as
I
work,
my
way
through
her
slides,
if
you
have
questions
associated
with
a
transportation,
update,
I'm
happy
to
capture
those
in
return,
but
we
felt
it
was
important
to
bring
to
you
some
updates
some
some
key
initiatives
in
the
transportation
efforts
that
the
city
is
undertaking
and
then
at
that
time
I'll
hand
it
over
to
VRT
to
talk
about
some
root
enhancements
and
some
proposed
opportunities
for
the
city.
B
So
with
that
I'm
hoping
a
transportation
slide
appears
on
these
screens
there
we
go
so
again:
I'm,
not
pre-brushed,
I'm,
sure
she's
bummed
that
she's
not
here
this
morning
to
give
this
presentation,
but
again
I'd
be
happy
to
capture
any
questions
or
follow-up.
You
may
have
just
as
a
reminder.
Our
transportation
work
currently
has
four
priority
areas:
those
are
active,
Transportation,
Regional,
Partnerships
traffic
safety
and
investing
in
public
transit
and
I'm.
The
controller
of
this
slide
so
bear
with
me,
so
here
are
priority
areas.
B
So
on
active
Transportation.
As
you
all
are
aware,
a
few
months
ago,
you
approved
a
contract
with
lime,
at
which
time
the
city
Consolidated
our
micro
Mobility
efforts
under
our
Sole
Provider.
We
did
this
to
increase
access
to
e-scooters
and
e-bikes
across
the
city,
rather
than
have
them
all
concentrated
in
the
downtown
area.
B
B
E
Maybe
just
a
little
bit
of
background.
The
city
currently
is
a
silver
friendly,
bicycle
bicycle
friendly
community,
so
is
Ada
County.
These
are
things
we
applied
for
five
or
six
years
ago.
I.
Think
technically,
they're
they're
expired.
Now
we
we
do
have
some
signs
around
the
city
that
says
our
bicycle
friendly
designation.
E
But
the
goal
with
this
is
that
you
fill
out
an
application
and
it
weighs
all
the
different
types
of
things
that
you
do
from
education
to
infrastructure,
to
enforcement,
to
evaluation
and
planning
a
lot
of
different
areas
that
they
call
the
5es
and
trying
to
figure
out
the
things
that
you're
doing
really
really
well
and
also
the
things
you
can
grow
and
do
better.
E
And
so
it's
a
great
sort
of
third-party
opportunity
for
us
to
really
go
through
everything
that
we're
doing
related
to
bicycling
and
walking
friendly
communities
from
development
to
law
enforcement
to
whatever
it
may
be
and
see
where
we
rank,
but
then
also
see
where
there's
opportunities
to
grow
and
get
some
recommendations
back
so
I
think
it's
a
good
process
for
us
to
evaluate
and
work
with,
achd
and
other
stakeholders
to
do
that.
B
B
And
then
the
city
is
I'm
focused
on
Regional
Partnerships.
The
background
of
this
photo
may
look
familiar
to
some
of
you.
This
is
the
historic
Boise
train
depot,
which
is
indicative
of
the
work.
The
city
is
doing
to
restore
passenger
rail
service
to
the
area
the
city
applied
for
and
will
likely
hear
about
a
corridor
identification
Grant.
We
expect
to
hear
about
that
in
November.
B
Until
then,
we
continue
to
meet
with
our
peers
in
Salt,
Lakes
and
partners
up
and
down
the
corridor
to
strengthen
these
Partnerships,
as
well
as
our
position
ourselves
for
the
return
of
rail
service.
In
addition
to
that,
the
city
continues
to
work
with
compass
and
achd
to
discuss
policies
specifically
around
the
Improvement
of
safety
efforts
and
I'll
get
into
that
a
bit
more
in
a
further
slide.
B
So
when
it
comes
to
Traffic,
Safety
and
I
think
Brie
has
touched
on
this.
In
the
past,
we
are
working
with
compass,
including
Ada
and
Canyon
County,
and
the
cities
within
to
come
up
with
a
safe
streets
for
all
action
plan.
B
This
is
critically
important
for
the
city
to
realize
its
Vision
associated
with
the
vision,
zero
task
force
and
what
we're
trying
hard
to
work
on
as
a
result
of
these
collaborations
is
the
creation
of
a
regional
Safety,
Action
Plan
and
the
consultant
to
do
this.
Work
has
been
selected
and
once
the
plan
is
fully
developed,
City
staff
will
return
to
you
in
between
those
we'll
probably
seek
your
input,
as
the
creation
of
that
plan
moves
forward
to
ensure
it
meets
your
expectations.
B
We're
also
continuing
to
work
with
compass
to
continue
infrastructure
improvements.
I
believe
this
has
been
discussed
before
my
memory
says
that
council
member
Nash
frequents
this
challenging
location
in
the
city,
which
is
the
emerald
Bridge.
We
are
working
closely
with
our
partners
to
apply
to
replace
the
emerald
Bridge
through
a
new
program
established
through
itd
to
support
local
Highway
jurisdiction
projects.
B
Council
memory,
Halliburton,
I,
I,
think
there
we
have
deterred
some
interim
steps.
We
could
do
to
try
to
reduce
the
timeline.
It
will
take
to
get
us
a
safety
action
plan.
I
just
don't
recall
those
off
the
top
of
my
head,
but
Bree
can
return
with
those.
F
E
F
B
A
So
but
it's
a
it's
a
stepped
process,
so
first
with
this
application
that
we
have
in
now,
if
they
say
yes
to
the
return
to
rail
Boise
to
Salt
Lake,
then
we
would
start
with
this
with
those
dollars
I'm
working
through
the
study
with
itd
on
what
updates
need
to
be
done
and
then
there'll
be
more
information
on
what
we
could
apply
for
for
kind
of
corridor
safety,
rail
safety,
Crossings
updates,
Etc,
yeah,.
F
B
E
Madam
mayor
Courtney,
thank
you,
yeah
a
couple
things
here,
I
think
that
one
just
sort
of
acknowledging
you
know
why
we're
here,
we've
had
a
really
heartbreaking
year
when
it
comes
to
pedestrian
and
bicycle
related
fatalities,
not
only
in
the
city
of
Boise,
all
across
state
accounting
and
really
all
across
the
Treasure
Valley,
and
we
want
to
make
sure
that
we're
both
responding
to
these
in
a
way
to
fix
problems
that
we're
also
doing
whatever
we
can
to
be
proactive
about
preventing
crashes
like
this
from
happening
again
in
the
future.
E
A
couple
years
ago,
the
city
of
Boise
passed
a
vision,
zero
resolution,
which
is
great,
and
one
of
the
you
know,
tricky
things
that
we
all
know
with
the
city
is
that
since
we
partner
with
Ada
County,
but
it's
not
the
same
agency,
we
sometimes
have
a
difficult
time
trying
to
figure
out.
How
do
we
review
things
holistically
when
it
comes
to
our
streets,
and
so
the
idea
here
would
be
that
we
would
have
a
Joint
Task
Force
with
achd
the
city
of
Boise,
potentially
our
law
enforcement.
E
So
when
there
is
a
crash
or
a
severe
injury
that
we're
looking
at
those
together
and
we're
looking
at
those
comprehensively
and
pulling
in
any
other
outside
groups
or
stakeholders
that
may
need
to
be
involved
as
well,
if
it
happened
next
to
a
bus,
stop
you
know,
perhaps
that's
Valley
Regional
Transit.
If
it
happened
on
itd,
potentially
somebody
coming
in
from
itd,
but
really
a
mechanism
and
a
system
where
Whenever
there
was
something
that
occurred.
E
E
Just
as
importantly,
what
similar
characteristics
does
this
intersection
have
with
intersections
all
across
the
city
and
that's
where
you
really
get
to
the
safe
systems
and
the
vision
zero
as
you're,
not
just
responding
to
one
particular
area,
you're
responding
to
one
area
and
then
exploring
other
areas
that
have
those
similar
characteristics
across
the
entire
city
and
trying
to
identify
policies
and
infrastructure
changes
that
actually
might
make
a
difference
in
that
more
proactive
way,
and
also
ensuring
that
every
single
time
that
there
is
a
crash
or
a
serious
injury
that
we're
evaluating
it
through
the
same
lens
and
making
sure
that
we're
doing
that
equitably?
E
E
When,
when
Jaden
was
hit
and
killed
on
16th
Street
immediately
going
out
making
some
changes
and
talking
about
long-term
changes
across
the
16th
Street
Corridor,
where
we've
had
some
other
crashes
as
well,
and
so
we
know
that
when
we
respond
well
that
it
makes
a
difference
and
if
we
can
do
it
I'm
in
a
more
systematic
way,
and
if
we
can
do
it
in
a
way
that
actually
tackles
other
areas
in
the
city,
then
we
can
be
proactive
about
it.
F
Madame
mayor
yes,
I
like
to
Echo
the
council,
president
I,
it's
really
been
eye-opening
when
you
look
at
the
data
and
then
just
how
this
has
affected
families
and
it's
in
all
the
parts
all
parts
of
the
city
and
I
think
it
makes
a
lot
of
sense
to
work
with
our
County
Partners
and
what
we
can
do
and
I
know
that
mayor
you've
taken
a
lead
on
that.
The
council
president
has
taken
a
leak
on
that
and
I
think
to
the
council
president's
Point.
F
B
Madame
mayor,
the
last
item
I,
have
is
to
highlight
the
investment
in
public
transit
and
then
I
think
I'm
going
to
hand
it
over
to
Valley
Regional
Transit
to
go
through
these
items.
I
appreciate
the
opportunity
to
phone
a
friend
in
this
conversation
and
I
have
captured
the
follow-ups
and
I
will
ensure
that
information
gets
to
you.
Thank
you.
G
So
I'm
gonna
have
to
go
through
this
real
quickly,
but
we're
just
going
to
go
over
the
highlights
of
the
changes
how
they
compare
to
the
existing
Network.
What
some
of
the
recommended
changes
are
that
will
address
the
concerns
that
we
heard
from
the
public
as
we
went
out
to
the
public
with
this
final
concept
and
then
have
some
discussion
so
to
begin
with
the
the
benefits
of
this
network.
G
As
you
know,
this
has
been
something
that
we've
been
doing
for
just
over
a
year,
looking
at
how
we
could
restructure
the
network
to
get
more
use
out
of
it
and
better
support
our
communities
and,
with
this
restructure,
we'll
be
able
to
increase
frequency
on
the
number
of
main
corridors,
we'll
be
able
to
better
support.
The
zoning
update
within
the
city
of
Boise,
with
quality
Transit
service
along
those
main
corridors
for
expanding
Saturday
service.
G
G
A
I
just
want
to
say,
if
you
go
back
to
that,
you
know
when
we
first
started
out
this
conversation.
It
was
more
conversation
on
cutting
routes
and
so
really
looking
forward
to
what
you
came
up
with,
because
the
these
outcomes
are
so
different
than
what
you
were
proposing
at
the
beginning
and
want
to
acknowledge
the
number
of
people
that
will
be
within
that
quarter
mile
and
that's
the
five-minute
walk,
which
is
kind
of
The
Proven.
A
That's
what
people
walk
to
that's
what
people,
if
you're,
within
a
five
minute,
walk
you'll,
walk
to
something
and
you'll
use
Transit,
so
to
double
the
number
of
people
in
the
half
hour
and
a
third
thirty
percent
increase
in
the
to
the
15-minute
increments
is,
is
really
impressive,
so
I
look
forward
to
seeing
it
but
wanted
to
acknowledge
that
how
different
that
is
from
the
conversation
we
were
having.
However,
many
months
ago,.
G
Thank
you,
madam
mayor,
and
and
truly
this
is
a
a
conversation
we've
had
with
the
whole
Community
in
it
in
Canyon
County
and
it
we
came
to
these
results
because
of
the
continued
coordination
with
our
with
our
funding
partners
wanted
to
highlight,
especially
in
this
audience,
the
connection
between
this
restructure
and
the
modern
Zone,
the
modern
zoning
code
and
the
way
that,
by
focusing
Transit
on
on
Main
corridors,
we're
able
to
help
advance
Concepts
within
that
zoning
code
update,
including
efforts
to
reduce
parking
requirements
and
facilitate
additional
development,
whether
those
be
accessory
dwelling
units
or
just
higher
density
developments,
and
even
Redevelopment
along
along
main
corridors.
G
E
G
As
well
as
some
of
the
other
mixed-use
development
or
mixed
mixed
use,
corridors
where
we
were
adding
the
30
and
30
minute
service
then
wanted
to
highlight
the
ways
that
we
have
been
responded,
responsive
to
the
public
comment
throughout.
So
we
came
out
with
some
Concepts
in
in
the
spring.
We
had
400
comments
from
there.
We
revised
those
that
initial
concept
into
the
final
which
we
released
in
August
and
then
what
I'm?
G
What
we're
highlighting
here
are
the
changes
that
we
made
from
that
August
proposal
to
what
we're,
having
the
board
consider
now
and
just
wanted
to
highlight
the
ways
that
we
responded
to
those
public
comments
by
maintaining
service
out
to
Harris
Ranch
by
connecting
it
to
the
Warm
Springs
Corridor,
we
increase
transit
services,
Transit
access,
so
there
as
as
the
mayor
mentioned,
the
original
Concepts
actually
had
a
reduction
in
the
total
number
of
people
that
could
that
were
within
access
to
any
Transit.
G
G
We
have
a
broader
Network
right
now
and
we're
concentrating
on
fewer
corridors
and
we've
been
able
to
mitigate
the
impacts
of
those
of
that
concentration
by
some
some
of
the
recommendations
that
it
will
be
before
the
board
on
Monday
we've
extended
service
out
to
mitigate
some
of
the
loss
on
the
route
10.,
and
we
also
were
able
to
change
how
we're
doing
the
the
lift
expand.
The
lift
Transit
connections
so
that
we
again
mitigate
the
impact
of
areas
that
are
losing
direct
Transit
service.
G
G
So
just
really
quickly
the
summary
of
all
the
changes
on
the
top
line.
Here
you
can
see
the
number
of
routes
that
are
either
improved
or
new
Beyond
access
Services.
One
of
the
things
that
we're
doing
to
help
mitigate
the
impacts
of
to
persons
with
disability,
on
the
changes
that
are
coming
both
in
Ada
and
Canyon
County.
The
route
20
that's
on
here-
is
the
that's.
The
new
Crosstown
connection,
along
with
the
21.
we've
adjusted
a
lot
of
the
services
just
to
it's
a
little
bit
like
Pickup
Sticks.
G
When
you
pull
in
one
area,
things
shift
around
and
so
there's
a
lot
of
changes
that
happen
in
order
to
to
minimize
the
impact
to
the
writing
public
so
going
on.
When
we
look
at
the
outcome,
then
of
all
of
these
changes,
what
I
wanted
to
highlight
here
is
just
the
difference
between
the
proposal
that
we
made
in
August
and
what
the
board
is
considering
now,
and
these
changes
are
a
result
of
the
of
the
recommendations
that
the
board
will
be
considering
on
Monday.
G
Again
we're
able
to
increase
the
the
ridership
in
the
system
from
an
estimated
16
growth
to
20
growth,
reduce
the
impact
on
population
serve
the
number
of
people
that
have
access
direct
access
to
service.
We
cut
that
loss
by
two-thirds
from
a
nine
percent
reduction
to
less
than
to
a
three
percent
reduction,
we're
able
to
maintain
or
actually
increase,
the
number
of
jobs
that
are
served
and
all
while
maintaining
the
number
of
people
that
have
access
to
the
15
and
30
minute
service.
F
Ahead,
Hey
Stephen:
can
you
walk
us
through
what
the
service
impacts
would
be
in
West
Boise
and
the
mitigation
strategies
for
that.
G
Yeah
I
will
be
able
to
do
that.
We
have
a
couple
of
slides
here
that
get
into
that
route
level.
Detail
and
I'll.
Take
that
there,
if
I
may
so
just
to
compare
the
the
two
different
networks
so
company.
Well,
as
you
were
just
asking
about
the
network
in
West
Boise,
this
is
the
existing
Network
and
you'll,
see
that
the
service
out
in
West
Boise
is
focused
around
that's
that
that
bluish
line
is
the
route
8
local
and
the
8X
that
goes
up
five
mile.
G
You
can
also
see
the
Chinden,
Corridor
and
I
mean
again
I'm,
focusing
on
West
Boise,
because
the
comment
was
just
made,
the
also
the
12
which
goes
up
and
down
north
south
on
Maple
Grove.
But
this
is
the
footprint
of
the
existing
Network.
When
we
look
at
the
revised
Network
you'll
see
that
we
are
making
changes
throughout
the
the
system.
There's
changes
in
the
central
bench
where
we
have
a
loss
of
service.
G
There's
also
some
changes
in
West
Boise,
where
we're
seeing
some
loss
of
service
and
I'll
just
highlight
those
at
this
screen
for
a
moment,
but
you'll
see
where
there
used
to
be
a
north-south
Kind
of
Blue
Line.
That
is
reoriented
to
be
an
East-West
connection
between
the
village
in
Meridian
and
Town
Square
Mall,
along
Ustick
that
still
touches
the
higher
ridership
nodes
along
the
old
eight
on
Five
Mile.
G
It
crosses
five
mile
at
Ustick,
we'll
continue
to
have
service
also
on
Fairview
during
the
peak
hour,
which
is
actually
we'll
be
adding
service
to
that
to
that
peak
hour
service.
So
that
will
help
West
Boise
and
the
service
that
we're
doing
out
to
Chinden
becomes
two-way,
so
that's
easier
to
travel
between
downtown
Boise
and
the
HP
campus
up
on
on
Chinden
the
areas
you'll
see
at
the
end
of
the
presentation.
The
areas
in
between
Ustick
and
Chinden
are
covered
by
the
new
Transit
connections.
So
these
are
some
of
the
air.
G
The
mitigation
factors
that
we
have
for
those
neighborhoods
that
are
losing
direct
service
they'll
be
able
to
use
Lyft
to
get
to
Transit.
We
also
are
continuing
to
explore
opportunities
with
Tessa
and
the
rollout
of
the
lime
program
to
see
if
we
can't
use
lime
and
Bike
Share
as
a
first
and
last
mile
connection,
because
sometimes
there
are,
there
are
other
barriers
of
using
lift
people's
familiarity
with
it,
a
comfort
level
using
that
versus
their
own
kind
of
vehicle,
with
a
shared
vehicle
in
line.
So
that's
another
thing
that
we're
continuing
to
explore.
C
G
But
I
wanted
to
spend
a
minute
going
over
the
specific
recommendations
that
we
made
between
the
August
proposal
and
this
final,
the
the
board
will
consider.
There
are
five
main
recommendations
that
are
of
note
here.
G
We,
the
changes
that
we
made
to
the
four
and
the
six
ended
up,
leaving
some
fairly
large
holes
on
the
central
bench
area
which
we
would
be
covering
by
rather
than
eliminating
the
route
for
restructuring
it
to
travel
between
downtown
and
Town,
Square
Mall
covering
actually
Franklin
Rose
Hill
area,
as
well
as
the
Borah
neighborhood,
and
this
opens
up
a
couple.
New
connections
that
currently
aren't
in
the
Pro
aren't
in
the
network,
while
still
maintaining
service
to
some
of
the
communities
that
otherwise
would
lose
service.
G
I
mentioned
already
the
the
service
out
to
Harris
Ranch,
that
is
maintained
by
extending
the
Route
17
out,
Warm
Springs,
to
to
Barbara,
Valley,
Harris,
Ranch
and
then
coming
in
on
Park
Center.
This
is
a
one-way
Loop,
so
it's
it
is
a
little
bit
different
than
the
kind
of
service
that's
out
there
today,
but
it
does
maintain
a
footprint
in
those
neighborhoods
and
especially
as
the
Harris
Ranch
Community
continues
to
grow.
We
felt
like
this
was
a
really
important
connection
to
team.
We
also.
A
G
Right
now,
Harris
Ranch
has
higher
Madame
mayor
and
members
of
the
council
right
now.
Harris
Ranch
has
served
throughout
the
day.
It
has
more
service
in
the
peak
period
than
it
does.
It
has
30-minute
service
in
the
peak
60
Minute
service
in
the
off
peak.
So
this
is
still
a
reduction
in
that
in
the
overall
service
to
the
community,
but
it
maintains,
but.
G
G
Yes,
we
also
heard
a
fair
bit
about
the
changes
to
the
10
and
which
we
are
still
proposing
that
it
go
to
be
Peak
only,
but
one
of
the
changes
we
made
with
the
change
to
the
17
would
be
extending
the
16
out,
essentially
the
route
10
pattern
up
to
Hill,
Road
and
Harrison,
which
means
there
will
be
all-day
service
to
that
part
of
the
of
the
10,
which
was
a
little
bit
awkward
to
use
the
other
Alternatives
that
remain,
which
we
can
talk
about
for
the
other
communities
along
along
the
Route
10..
G
So
there
will
be
all-day
service
between
Hill
and
Harrison
in
downtown.
Actually,
this
opens
up
a
stop
that
used
to
be
served
by
the
Route
14
at
Park
Hill,
where
there's
some
apartments
there
by
Harrison
Hollow,
which
would
now
have
service,
and
so
this
is
connected
to
the
VA
service
and
then
the
other
change
that
we
are
proposing
is
to
the
route
seven.
G
This
has
to
do
with
ensuring
that
we
were
able
to
continue
to
be
running
on
time
while
making
the
connection
to
the
new
Orchard
route
at
Fairview
and
Orchard,
so
the
Route
7,
rather
than
going
in
and
out
on
Milwaukee,
would
come
in
on
Milwaukee
surf,
Town,
Square,
mall
and
then
go
out
on
Cole
Road.
It
also
helps
with
some
of
the
transferring
activity
that
Town
Square
Mall,
which
which
is
more
important
with
this
network
redesign,
so
I'm
going
to
keep
moving
quickly
through
these.
So
you
can
see
how
these
play
out.
G
This
is
the
route.
What
was
proposed
again
in
August
with
the
removal
of
the
route
one
out
to
Harris
Ranch.
You
can
see
the
the
nodes
where
there
were
ridership
concentrations
with
the
change
that
we're
proposing.
We
pick
up
essentially
all
of
those
nodes
with
some
level
of
service.
This
is
Imagine.
This
is
a
clockwise
Loop,
so
people
riding
in
on
Park
Center
would
have
an
easy
trip
into
town.
G
It
also
changes
the
connection
between
Park
Center
and
downtown,
serving
the
Saint
Luke's
and
and
downtown
directly,
rather
than
going
through
Boise
State,
where
they
can
still
make
that
Boise
State
connection
using
the
Bronco
shuttle
services
from
Main
Street
Station.
This
was
some
of
the
comments
that
we
heard
from
the
public
about
wanting
more
direct
service
between
the
professionals
along
Park
Center
and
in
Barbara
Valley
and
the
downtown
core.
G
So
this
is
the
central
bench.
You
can
see
the
areas,
the
red
dashes
of
areas
that
were
losing
service
with
the
removal
of
the
Route
4
and
the
restructure
of
the
route
6,
which
becomes
the
20
on
Orchard.
So
there
are
some
pretty
significant
nodes
of
trans
or
nodes
of
activity
that
would
be
losing
service
without
this
adjustment
and
we're
adding
this
instead
of
eliminating
the
route,
four
we'd
just
be
restructuring
the
route
four
to
instead
of
going
up
to
the
airport.
G
Turning
on
part
on
continuing,
rather
on
Rose
Hill
to
Franklin
and
then
serve
the
Borah
neighborhood
and
over
to
Town
Square
Mall,
this
would
be
an
all-day
service
maintains
all-day
access
to
for
a
high
school.
It
also
would
serve
Bishop
Kelly
and
by
connecting
at
the
at
Town
Square
Mall,
there
would
be
lots
more
opportunities
for
students
to
transfer
to
that
route
to
connect
to
get
to
Borah
High
School.
G
The
route
seven
which
today
goes
in
and
out
on
Milwaukee
would
be
revised
to
go
in
on
Milwaukee
and
then
out
on
coal
you'll
notice,
the
Route
12,
which
covers
the
current
part
of
the
7A
which
continued
to
downtown
I'm.
Just
bringing
this
up
to
say
there
are
other
changes.
Other
reasons
why
shortening
the
inbound
trip
on
the
seven
to
use
coal
making
it
fast
to
get
downtown
makes
the
connections
we're
making
the
Town
Square
Mall
all
the
better.
G
And
then
the
VA
Loop
you'll
see
what
was
proposed
to
cut
the
service
on
Ninth
out
to
brumbach,
which
we
just
were
not
seeing
a
lot
of
good
use
on
that,
and
it
resulted
in
a
very
short
route
by
extending
that
out
to
cover
the
part
of
15th
and
the
10,
which
only
runs
during
the
peak
period.
You're
able
to
maintain
all-day
service
in
that
neighborhood
as
well
as
bring
in
again
the
Park
Hill
Community.
G
Really
quick,
what
we
use
to
evaluate
the
sum
of
all
these
changes
is
whether
or
not
we're
able
to
get
more
people
more
places
more
often,
and
so
this
Jane
allows
us
to
do
that.
Just
want
to
point
to
the
percentage
of
increase
in
locations
you
can
access
in
15,
30,
45
and
60
minutes.
You
can
see
that
in
the
table
in
the
top
right.
All
of
those
are
increasing
on
the
map
you
can
see
where
those
areas
are
increasing.
G
This
is
from
downtown
at
Main
Street
Station
at
five,
and
then
this
is
from
the
airport,
also
at
5
30
in
the
in
the
evening,
both
of
those
areas
having
more
access
with
these
changes
and
then
to
to
wrap
up
the
the
changes
that
we
made.
We
also
adjusted
the
specialized
services
to
mitigate
some
of
those
impacts.
I'll
touch
on
those
very
briefly
lift
late
night
we
were
able
to
extend
to
cover
more
parts
of
Meridian
you'll,
see
that
it
covers
Boise.
This
is
a
this.
G
Is
a
income
qualified
service,
so
individuals,
low-income
individuals,
be
able
to
use
service
late
at
night
when
the
fixed
route
service
isn't
operating
to
access
their
jobs?
We
open
that
up
to
a
few
more
locations
in
Meridian.
The
biggest
one,
though,
that
supports
the
changes
to
the
fixed
route
network
is
the
change
the
expansion
of
the
lift
Transit
connections
service
area.
So
this
would
cover
that
West
Boise
area
that
is
losing
direct
service
on
Five
Mile.
G
It
also
extends
out
Park,
Park,
Center
and
South
to
all
the
way
out
to
Locust
Grove
to
the
South
and
sorry
like
hazel
the
South
and
then
covering
Hill
Road
that
wouldn't
have
midday
service,
but
you'd
still
be
able
to
use
the
transit
connections
to
get
down
to
either
State
Street
or
out
to
the
park
to
15th
and
Harrison
or
to
Gary
and
bunch.
G
The
original
proposal
would
have
removed
that
access
service
again
in
the
barber
Valley
neighborhood
by
restoring
service
out
there
all
day
will
continue
to
have
fixed
route
or
access
service
to
that
Community,
where
we,
where
there
are
impacts
to
access
or
out
there
or
there
are
those
red
shaded
areas,
people
will
be
able
to
use
the
Beyond
access
service,
which
is
open
to
persons
with
disability
and
available
to
across
Ada
and
Canyon
County,
and
if
they
can't
get
on
access,
they
can
apply
to
use
the
Beyond
access
service.
G
We
are
taking
action
in
on
Monday,
we're
expecting
the
board
to
take
action
on
his
proposals,
and
then
we
plan
on
implementing
these
changes
in
whatever
they
is
approved
in
summer
of
2024.
There'll,
be
a
lot
of
activity
over
the
spring
to
do
signage
and
and
public
Outreach
to
ensure
that
everybody
is
familiar
with
the
changes
because
they
are
significant
and
with
that
I
would
stand
for
any
questions.
A
All
right
we're
good,
really
appreciate
the
changes
that
were
made
in
response
to
our
concerns,
as
well
as
the
Public's
concerns,
and
some
of
us
will
be
there
Monday
to
pick
this
up
and
to
approve
it.
But
do
you
made
a
lot
of
progress
since.
H
A
A
C
C
Think
what
Maureen
and
I
both
hope
that
you'll
come
away
with
today
is
a
sense
of
the
impact
on
Boise
families
and
households
that
the
work
that
the
city
is
under
your
direction
is
doing
related
to
housing
is
having
I
think
we
talk
a
lot
about
units
and
numbers
of
homes,
but
really
thinking
about
the
individual
people
and
families
that
will
be
directly
impacted
by
this
work.
In
really
profound
ways
is
what
we're
hoping
to
communicate.
C
While
we
also
talk
a
lot
about
units
and
number
of
homes,
so
the
city's
investment
in
this
area
really
is
crucial
to
the
scale
of
affordably
priced
homes
that
are
coming
online
right
now
and
will
be
in
future
years,
particularly
those
that
are
priced
for
households
that
are
making
at
or
below
60
of
the
area
median
income.
So
I
will
wait
a
second
to
see
if
the
sleds,
okay.
I
C
Oh
there
we
go
so
you've
all
likely
seen
this
graph
before
it's
from
the
2021
housing
needs
analysis
and
that
analysis
looked
at
the
number
of
additional
homes
needed
each
year
by
income
in
Boise
and
as
you'll
see.
The
bulk
of
that
need
is
at
at
and
below
for
hustles
that
are
adding
below
60
Ami
in
terms
of
their
household
income,
and
that
really
is
where
our
the
city's
investment
has
been
focused.
C
Given
that
we
know
that
that's
not
an
area
where
the
market
is
likely
to
be
providing
Supply
prior
to
the
city's
investment
of
both
local
funds
and
federal
arpa
funds
in
affordable
housing.
We
could
expect
to
invest
our
federal
pass-through
dollars
in
about
a
project
every
other
year.
So
that's
maybe
a
hundred
units
coming
online
with
City
investment
every
other
year
and
since
Marion
Council
decided
based
on
the
depth
of
need
in
our
community
to
allocate
more
funds
for
this
purpose.
C
We
have
been
able
to
build
a
much
more
robust,
affordable,
housing
Pipeline,
and
we
anticipate
that
that
funding
will
help
to
bring
over
1200,
affordable
homes
online
by
2026,
which
includes
nearly
200
of
the
250
units
of
Supportive
Housing,
that
an
analysis
showed
was
needed
to
address
homelessness
in
Boise.
So
without
that
commitment
for
mayor
and
Council,
we
could
have
expected
to
see
the
city's
investment
contribute
to
something
closer
to
350,
affordable
homes
in
that
same
period
of
time.
C
So
a
very
significant
increase
in
terms
of
the
number
of
Boise
families
impacted
by
by
The
increased
availability
of
affordable
homes.
So
Maureen
will
be
sharing
a
little
bit
more
with
you
about
the
phases
that
each
of
those
over
1200,
affordable
homes
are
is
in
as
well
as
some
broader
Investments
that
have
been
made.
D
D
D
Constructing
excuse
me
or
going
through
entitlement
permitting
Etc
I
just
wanted
to
touch
on
a
couple
of
high
level
items
that
have
kept
us
pretty
busy
in
this
last
fiscal
year
to
advance
our
housing
goals.
So
the
first
one
as
council
is
probably
likely
already
aware.
We
closed
out
the
rental
assistance
portion
of
the
emergency
rental
assistance
program
in
late
June
early
July.
That
program
had
been
active
since
February
2021.
It
served
almost
10
000
households
and
we
distributed
43
million
dollars
in
rental
assistance
in
partnership
with
the
Housing
Authority.
D
We
also
were
recently
before
you
with
that
set
of
agreements
that
will
demonstrably
move
forward
our
efforts
to
redevelop
a
capital
campus
and
then
in
the
last
year
we
have
also
conditionally
awarded
10.5
million
in
state
and
local
fiscal
recovery
funds.
This
is
a
fun
Source,
that's
tucked
in
under
arpa
and
another
6.7
in
emergency
rental
assistance,
two
funds,
so
there
was
era1
and
era2
and
we
were
able
to
set
aside
25
of
our
era2
funds
to
invest
in
affordable
housing
and
then
we've
had
some
exciting
progress
on
housing
projects
really
just
recently.
D
This
is
starting
to
kind
of
come
together.
Several
of
you
joined
us
at
the
state
and
Arthur
groundbreaking.
A
couple
of
weeks
ago
were
prepared
to
break
ground
on
Denton
I'll
talk
more
about
that
project
in
a
few
minutes
as
early
as
next
week,
and
then
we
also
completed
the
purchase
of
the
Park
Apartments
from
Boise,
State,
University
and
then
land
on
McKinney
and
El
Dorado
streets,
that's
over
on
in
the
Fairview
and
coal
area.
D
D
Investments
in
I
will
share
with
you
a
little
bit
of
detail
about
each
of
these
projects
that
see
that
you
see
outlined
here
in
terms
of
those
that
are
preparing
to
lease
up
the
over
300
units
that
we
have
under
construction
property
that
we've
Acquired
and
we
anticipate
being
able
to
build
something
close
to
250
homes
and
then
a
handful
of
projects
that
are
in
significant
pre-development
phases.
D
So
we
have
three
projects
that
are
nearing
completion:
making
up
over
200,
affordable
homes,
celebration
Acres
located
near
Fairview
and
Five
Mile
is
preparing
to
start
leasing.
The
city
made
an
investment
with
its
Federal
home
dollars
in
this
project
and
then
I
know
several
of
you
have
been
able
to
see
the
Franklin.
They
will
be
prepared
to
start
leasing
sort
of
in
the
phased
occupancy
methodology.
If
you
will
they'll
have
a
phase
certificate
of
occupancy
in
the
next
couple
of
weeks.
D
F
D
Then
we
currently
have
or
will
have
as
soon
as
next
week,
over
300,
affordable
homes
under
construction,
Again,
State
and
Arthur
is
a
Boise,
City
housing,
Land
Trust
site.
We
expect
that
it
will
be
complete
by
Spring
of
2025..
Denton
will
be
roughly
on
the
same
timeline
as
state
and
Arthur.
This
is
almost
200
units
over
by
Saint
Alphonsus
and
then
we're
also
contributing
to
two
home
ownership
projects.
One's
the
workland
subdivision,
and
one
is
coal
Bluff.
Those
are
in
variant
varying
stages
of
completeness
and
our
qualifying
home
buyers.
Currently.
D
Foreign,
we
acquired
two
properties
this
year.
One
is
the
University
Park
Apartments
that
purchase
was
finalized
on
September
20th,
again
we're
leasing
that
property
back
to
Boise
State
for
their
current
Academic
Year,
and
then
next
year,
anticipate
being
able
to
move
in
families
exiting
homelessness,
and
then
we
also
purchased
a
site.
Just
a
half
block.
Really
off
of
Fairview,
like
I,
said
near
coal.
We
think
we'll
get
about
200,
affordable
homes.
There
we
completed
the
purchase
in
May,
we're
currently
working
with
Ada
County
to
partner
on
the
Gap
financing.
D
Foreign,
so
then
we
have
three
different
projects
in
kind
of
a
pre-varying
stages
of
pre-development
New
Path
2.0
is
already
entitled.
They
are
actively
assembling
financing
and
have
a
low-income
housing
tax
credit
application
submitted
to
Idaho
Housing
and
finance
Association.
We
have
committed
a
portion
of
our
state
and
local
fiscal
recovery
funds
to
this
project.
They
have
also
received
project-based
vouchers
from
the
Housing
Authority.
So
the
formula
the
ingredient
ingredients
needed
as
far
as
financing
is
concerned,
is
coming
together
on
New,
Path
and
then
they'll
be
well
positioned.
D
D
So
we
have
an
executed
project
addendum
with
one
of
our
preferred
housing
developers
Northwest
real
estate,
Capital
Corp.
This
is
currently
in
design
we're
in
a
little
bit
of
a
holding
pattern
in
terms
of
the
financing,
because
there's
another
funding
source
at
Idaho,
Housing
and
finance
Association
that
we're
anticipating
will
be
made
available
soon,
and
that
is
the
most
viable
financing
path
forward
for
the
Fulton.
Both
New
Path
2.0
and
the
Fulton
will
serve
some
of
our
most
vulnerable
residents,
exiting
homelessness
and
then
again
spoken
recently
with
you
about
Capital
campus
over
on
Lusk
Street.
D
We
are
kicking
off
Community
engagement
and
Outreach.
We
are
working
through
preliminary
design
really
going
through
the
programming
about
what
the
site
can
support.
Given
that
size
given
Financial
abusability
Etc
and
then
my
team
is
also
responding
to
a
Federal
grant
opportunity
that
we
should
be
highly
competitive
for,
given
our
efforts,
especially
related
to
the
zoning
code
that
we
will
submit
for
in
October,.
F
Madame
air,
yes,
go
ahead,
while
Marine's
taking
a
little
breath
Maureen
talk
to
us
about
entitlement
you
keep
using
that
phrase.
Can
you
give
us
some
background
on
what
that
means,
when
something's
entitled
Madame.
D
Mayor
Kelso,
council
member:
yes,
so
what
that
means
and
that
that's
going
to
change,
come
December
1st
sort
of
what
the
process
looks
like,
but
entitlement
means
do
I
have
the
rights
I
need
to
have
from
the
city
to
build
what
I
want
to
build
here?
D
D
So
the
good
news
is
that
there's
285
homes
and
other
affordable
housing
projects
that
have
varying
levels
of
income,
restricted
housing
included
in
them.
Seven
of
these
12
projects
are
receiving
city
project
management
and
I
want
to
be
clear
that
city
project
management
alone
doesn't
buy
affordability,
but
it
is
a
service
that
we
offer
to
streamline
the
process,
and
since
we
devoted
a
single
project
manager
within
the
last
year
to
this
effort,
we're
really
seeing
some
gains
in
terms
of
efficiency
in
the
expediency
through
what
which
they
move.
D
Through
the
entitlement
and
the
permitting
process,
so
that's
been
really
excellent
and
then
just
wanted
to
share
kind
of
why
this
set
of
projects
has
affordability,
included.
Five
of
them
have
a
development
agreement
that
requires
it
in
some
way,
shape
or
form.
Four.
Have
you
one,
interestingly,
is
a
low-income
housing
tax
credit
project
that
didn't
require
Gap
financing,
so
we're
keeping
an
eye
on
that
because
that's
an
anomaly
make
sure
that's
entitled
make
sure
it
actually
gets
built.
D
E
D
Madam
mayor
council,
president
Holly
Burton,
we
do
have
that
track.
They
don't
have
it
friends
of
mind
for
you,
but
I
can
follow
up.
J
I
have
a
question
so,
on
the
first
page,
on
the
first
slide,
you
have
a
breakout
of
the
Ami
required
that,
like
the
needs
based
on
Ami,
so
how
does
that
relate
to
the
affordable,
housing,
breakout
and
units
coming
on
the
market?
Are
they
skewed
towards
what
like
80
percent.
D
Yeah
excuse
me,
council,
member
Steed
by
and
large
the
1200
Plus
Homes
that
are
coming
online
will
serve
households,
earning
60
of
the
area,
median
income
or
below.
We
do
have
some
80
Ami
sprinkled
in
there,
especially
the
home
ownership
opportunities
and,
for
example,
Denton
the
project.
That's
bringing
200
units
online.
They
really
have
a
nice
range.
D
C
With
the
last
few
minutes,
we
wanted
to
just
highlight
a
few
of
the
additional
housing
efforts
that
the
city's
been
taking
in
addition
to
the
units
that
are
the
homes
that
are
being
brought
online,
I
won't
belabor
any
of
them,
because
I
think
you
all
are
probably
pretty
familiar,
but
just
wanted
to
really
highlight
some
of
the
additional
work.
That's
been
done.
So
the
passage
of
the
modern
zoning
code
this
year
allows
more
homes
to
be
built
where
it
makes
sense.
C
Loosens
restrictions
on
adus
provides
incentives
for
affordability
that
really
works
to
expand
the
incentives
that
were
part
of
the
housing
bonus
ordinance
that
were
part
of
the
motivation
for
creating
that
and
to
expand
it
to
be
more
broadly
applicable
in
our
zoning
code.
The
also
Maureen
mentioned
our
work
to
fast-track,
affordable
housing.
We
have
received
really
good
feedback
from
our
affordable
housing
developers
on
the
project
management
that
our
affordable
housing
project
manager
is
able
to
provide
and
the
way
that
he
described
his
job
to
me
that
I
really
liked.
C
He
said
I'm
here
to
foresee
issues
before
they
occur,
so
that
we
can
get
them
resolved
more
quickly
and
get
the
project
done
faster,
so
really
being
there
to
do
early
assistance
meetings
and
also
to
pull
together
a
sort
of
cross-sectional
team
of
folks
from
fire,
Public
Works
design
review
to
really
wrap
their
arms
around
a
project
and
work
together
to
move
it
forward
so
that
the
applicant
isn't
kind
of
you
know
ping-ponging
between
different
different
folks.
So
that's
been
really
impactful.
C
As
you
know,
we've
been
working
through
an
Adu
and
movable
tiny
home
pilot.
Just
an
update
on
that
that
those
ideas
came
out
of
a
really
lengthy
Community
process,
us
that
was
headed
up
by
our
Innovation
and
performance
team,
and
these
were
ideas
that
the
community
was
really
excited
about
piloting
and
so
we've
partnered
with
leap
housing
on
both
Pilots.
The
update
is
that,
on
the
tiny
home
side
we
have
one
participant
whose
tiny
home
has
gone
through
the
permitting
process.
C
They're
doing
the
site
work
now
and
expect
to
have
that
home
on
site
in
the
next
few
months
and
there's
also
a
tiny
home
Community,
that's
being
planned,
three
different
tiny
homes
on
a
vacant
parcel
of
land
that
is
getting
ready
to
go
through
the
permitting
process
and
working
through
a
list
of
additional
possible
participants
as
well
on
the
Adu
side,
they're
still
working
through
interested
candidates
and
vetting
them
to
find
the
right
part
participants
for
the
program,
the
biggest
barrier.
C
We're
seeing
right
now,
of
course,
is
the
construction
Market,
with
interest
rates
and
construction
costs
being
what
they
are.
It's
very
challenging
to
make
an
Adu
pencil
if
you're
planning
to
rent
it
out
of
excuse
me
at
affordable
rates,
especially
a
larger
Adu,
which
is
now
permitted
under
the
zoning
code.
So
that's
something
that
we'll
be
continuing
to
watch.
Another
project
that
our
Innovation
and
performance
team
has
led
out
on
is
the
creation
of
a
public-facing
housing
data
portal.
C
The
idea
here,
really
being
that
housing
is
a
topic
that
many
people
in
our
community
really
care
about
and
want
to
understand
more
about
so
wanting
to
really
provide
access,
transparent
access
to
the
data
that
the
city
has
related
to
housing,
so
that
we're
all
working
off
of
kind
of
a
shared
understanding,
and
also
we
receive
lots
of
requests
for
this
data
from
members
of
the
public.
So
really
wanting
to
have
an
improved
customer
service
user
experience
that
maybe
you
shouldn't
have
to
put
in
a
whole
request
for
the
data.
C
Maybe
it
should
just
exist
somewhere
that
anyone
who's
looking
for
it
can
see
it.
So
that's
the
idea
and
that
team
really
worked
to
design
the
website
around
the
needs
of
members
of
the
public.
So
did
focus
groups
Outreach
shared
a
lot
of
drafts
with
stakeholder
groups
and
really
designed
that
website
around
things
that
those
stakeholder
groups
said
they
wanted
to
see
and
there's
an
intention
there
to
add
to
it
over
time
time
as
there's
more
relevant
data,
and
we
expect
data
related
to
the
modern
zoning
code.
C
Will
we
publish
there
as
well
when
it's
available?
These
last
two?
C
Are
very
recent,
so
a
few
deferrals
and
exemptions
were
just
before
you
earlier
this
this
month
and
what
we're
working
to
do
there
is
to
reduce
the
barrier
that
the
city's
own
development
related
fees,
create
to
affordability,
so
doing
some
experimentation
with
deferrals
and
exemptions
to
see
what
kind
of
an
impact
those
can
have
and
renter
protections
on
your
calendar
for
a
third
reading
tonight
as
well,
really
trying
to
address
not
just
housing,
affordability,
but
also
housing,
stability
and
access,
because
we
know
those
are
all
key
to
ensuring
a
home
for
everyone
in
our
community.
C
So
with
that,
it
is
precisely
11
o'clock
and
yeah.
We're
happy
to
stand
for
any
questions
and
again
I
think
just
really
wanted
to
Center
the
conversation
and
around
the
Boise
who
are
going
to
be
impacted
and
are
being
impacted
by
the
city's
investment
in
this
area,
because
all
of
all
of
our
residents
bring
something
really
vital
to
the
fabric
of
our
community,
and
this
work
is
about
trying
to
make
sure
that
people
who
make
our
community
better,
which
is
all
of
our
residents,
can
continue
to
be
part
of
our
community.
F
F
We
know
that
there's
been
a
huge
need
for
emergency
rental
assistance
with
with
covet
and
coming
up
we're
going
to
move
some
of
the
money
from
the
emergency
rental
assistance
to
the
Denton
project.
Maureen.
Can
you
talk
to
us
a
little
bit
about
that
and
why
we're
not
using
that
for
emergency
rental
and
then
the
the
purpose
of
moving
it
to
Denton.
D
Madame
mayor
council,
member
Willis,
I'm
I'm
happy
to
do
that
so
because
we
were
so
efficient
and
effective
in
administering
the
emergency
rental
assistance
program,
we
eclipsed
the
amount
of
total
funding
that
we
were
initially
that
we
initially
received
so
I
think
initially
an
era
One
funds
we
received
in
the
neighborhood
of
10
to
12
million
dollars
and
then
their
initial
tranche
of
era.
2
was
8
million
dollars.
D
F
American
have
a
follow-up
yeah,
all
right
Maureen.
So
what
I
hear
you
saying
is
that
you
know
the
Federal
funding
is
expiring
and
we
could
put
that
out
for
Citizens,
or
we
could
do
something.
That's
more
long-lasting
and
put
it
into
housing
versus
a
one-time.
Federal
disbursement.
Is
that
what
I
is
did
I
hear.
D
Hopefully
in
County
funds
that
I
mentioned
will
be
bringing
forward
in
the
next
couple
of
weeks
for
another
200
units
of
housing.
So
by
making
this
long-term
investment,
we're
able
to
really
sort
of
unlock
another
level
of
long-term
housing,
affordability,
as
opposed
to
a
program
that
was
really
designed
to
respond
to.
You
know
this
Public
Health
Emergency
that
we
were.
We
were
trying
to
contend
with.
A
A
short
you
know
a
support
and
hard
times,
but
then,
when
we
knew
that
we
would
have
and
receive
a
second
round
of
funding,
we
took
a
deep
dive
at
the
impacts
it
would
have
on
short
term
needs
and
long-term
Solutions,
and
because
we
really
wanted
to
partner
with
the
county
in
leveraging
more
money,
and
we
saw
that
that
the
impact
was
manageable
because
we'd
met
some
short-term
needs.
We
could
do
both
short-term
needs
and
long-term
Solutions.
With
this
final
set
of
funds.
A
H
Morning,
I'm
going
to
kick
this
off
and
then
turn
it
over
to
the
chief,
we're
gonna,
do
a
joint
presentation
and
really
it's
a
look
back
at
23
in
the
in
the
Investments
that
the
city
has
made
in
both
of
our
departments.
We'll
talk
a
little
bit
about
Staffing,
some
of
some
of
the
challenges
and,
quite
honestly,
how
we're
overcoming
those
challenges.
H
We'll
also
talk
a
little
bit
about
a
look
forward
into
24
and
and
the
Investments
we
will
be
making
and
how
we're
going
to
continue
to
meet
the
service
needs
of
our
community.
I
will
I
will
say
this
and
I
think
Chief
winegar
would
agree,
there's
a
lot
of
great
Synergy
between
our
two
departments
and
that's
kind
of
a
fun
place
to
be
certainly
as
a
fire
chief
and
a
police
chief
outside
of
the
work.
H
H
So
I
think
you're
going
to
like
the
presentation,
certainly
we'll
look
forward
to
questions
afterwards,
as
we
look
at
how
we
plan
and
then
how
we
come
with
requests
all
of
you
to
meet
the
demands
of
today
and
then
also
tomorrow,
we
really
bucket
those
into
four
areas,
and
we
feel
these
four
areas
are
are
aligned
completely
with
the
city's
vision
and
the
Strategic
priorities.
So
working
in
concert
with
the
rest
of
the
city.
The
first
one
is
response.
H
Evolution,
as
we
look
at
how
we
respond
to
the
community's
needs
both
today
we
rely
a
lot
on
data.
We
analyze
that
data
as
far
as
call
volumes
call
types.
What
are
the
people
asking
for
as
far
as
our
services
go,
that
we
then
ask
the
question
of
how
do
we
respond
tomorrow?
So
when
we
see
those
Trends
and
for
both
of
us
I
think
those
Trends
are
very
much
the
same.
It's
Unique
challenges
which
provides
unique
opportunities
in
our
own
house.
H
Community
we've
talked
about
mental
health
to
you
all
before
in
our
presentations,
mental
health
calls
are
on
the
rise.
Brt
just
talked
about
car
wrecks
and,
as
our
community
collectively
grows,
we
have
more
people
coming
in
and
out.
Those
car
wrecks
are
on
the
rise
as
well,
so
we
ask
ourselves:
how
do
we
respond
tomorrow?
Maybe
differently
than
we
respond
to
Dave?
H
We
think
there
is
so
when
we
talk
about
response
Evolution,
that's
what
we're
talking
about
Workforce
stabilization
you're,
going
to
hear
from
both
of
us
about
our
vacancy
rates
today
and
some
of
the
challenges
we
have
within
that
it
is
generational,
retirements
for
the
most
part,
driving
that
but
stabilizing
that
Workforce
to
ensure
that
we're
always
trying
to
keep
the
pipeline
full.
We'll
talk
about
what
we're
doing
to
meet
that
need.
I
would
also
talk
about
Workforce
stabilization
in
the
sense
for
both
of
us
of
our
employee
Wellness.
We'll
talk
about
that
as
well.
H
Making
sure
we
stay
focused
on
mental
health,
physical
health
and
then
all
around
Wellness
within
both
of
our
organizations
and
then
part
of
that
is
training.
We
both
have
training
requirements
put
on
us
by
either
post
or
the
state
of
Idaho,
EMS,
bureau
or
NFPA.
Maintaining
those
requirements
is
very
important.
It's
vitally
important
to
both
of
us,
and
so
that
training
component
is
a
big
part
as
well
as
the
equipment
and
the
technology
that
we
use
within
our
two
departments.
And
how
are
we
looking
forward?
Technology
is
a
big
one.
H
I
If
this
good
morning,
Madam
mayor
members
of
council,
if
this
slide
looks
familiar,
we
have
shared
this
before
and
so
just
as
a
way
to
kick
off.
We
want
to
make
sure
that
we
recognize
that
you
have
made
significant
investments
in
our
Capital
planning
and
investments
in
our
personnel
and
our
resources,
and
also
in
our
employee
wealth
wellness.
It's
our
responsibility
to
care
for
those
officers
and
employees
that
we're
recruiting
that
we're
hiring
and
training
and
the
better
we
take
care
of
them.
I
I
believe
the
better
they
can
take
care
of
the
residents
in
our
community.
So
we're
going
to
jump
off
with
with
some
Police
Department
specific
items,
and
we
were
asked
to
provide
an
update
on
where
we
are
with
staffing
issues,
as
well
as
some
of
the
Investments
that
have
been
made.
So
to
start
with,
just
like
to
talk
about
the
Investments
that
have
been
committed
in
our
maintenance
and
operation
plans,
and
then
just
talk
a
little
bit
about
some
of
the
officer
safety
equipment
that
you
have
authorized
and
invested
in.
I
We
are
in
the
process
of
purchasing
I,
don't
know
if
everybody's
aware
or
not,
but
the
the
bullet
resistant
vest
that
I'm
wearing
today
works
for
a
variety
of
calibers
of
handguns.
But
if,
if
I
were
to
be
shot
with
a
rifle
that
rifle
round
is
traveling
at
such
a
velocity,
it
would
go
right
through
the
bullet.
Resistant
vest,
I
say
resisted
because
they're
never
Bulletproof,
so
we
have
authorized
and
are
in
the
process
of
purchasing
some
special
plates
that
are
that
are
housed
in
this
vest.
I
That
would
protect
the
vital
parts
of
an
officer
if
he
were
to
be
hit
by
a
rifle
round,
traveling
at
that
High
Velocity.
So
that's
just
a
quick
example:
we
have
some
investments
in
explosive,
breaching
and
less
lethal
program
supplies,
and
we
have
made
some
additions
to
our
Training
Division
so
that
we
can
in
fact
support
the
hiring
of
more
officers
and
and
personnel.
I
Another
thing
that
we
are
purchasing
that
you
have
authorized
is
some
some
new
speed
detection
equipment,
not
new
technology,
but
we
we
have
to
keep
on
top
of
the
life
cycles
of
these
things,
and-
and
so
we
have
some
new
laser
speed
detection
systems
for
our
motor
officers,
who
primarily
focus
on
traffic
enforcement.
I
And
then
the
one
I'd
really
like
to
highlight
here
is
the
new
annual
mental
health
and
wellness
check-ins
for
all
sworn
and
non-sworn
BPD
employees,
because
the
mayor's
office
has
shared
approximately
eighty
thousand
dollars
in
funding
with
us
to
be
used
in
advance
to
advance
a
new
annual
mental
health
Wellness
check-in
for
all
sworn
and
non-sworn
employees.
Think
about
our
crime,
lab
technicians,
our
community
service
specialists,
that
get
such
an
exposure
to
some
of
the
more
horrific
things
that
that
they
see
on
a
regular
basis.
I
This
prioritizes
the
mental
health
and
and
puts
an
annual
mental
health
screening
on
equal
footing
with
what
we've
had
a
long-standing
practice
of
an
annual
physical
exam
for
officers
and
employees.
So
we
we
feel,
like
that's,
going
to
go
towards
that
mental
health
commitment
that
we
make
to
Wellness.
So
with
that
that
adds
on
to
the
funding
that
we
received
last
year
in
the
in
the
form
of
165
000
Grant
from
the
Department
of
Justice,
we
secured
to
help
develop
a
whole
holistic
wellness
program
for
BPD.
I
It's
well
aligned
with
the
work
that's
already
way
underway
in
fire,
I,
believe
and
so
that
program
covers
everything
from
sleep
recovery.
Training
to
some
spousal
support
some
seminars
on
financial
Wellness
for
our
employees
to
try
to
address
that
that
holistic
and
wellness
approach
from
all
around-
and
that
includes
our
peer
support
team
members,
the
chaplaincy
program
providing
training
for
them,
and
we
even
have
a
train.
I
I
At
the
same
time,
those
34
positions
were
were
added
that
exceeds
the
previous
Baseline
Target
by
70,
because
I
don't
know
if
you
recall,
but
in
2020
the
city's
budget
model
assumed
the
addition
of
five
new
positions
in
BPD
each
year
and
we've
actually
grown
by
by
more
than
that,
and
so
the
total
investments
in
Personnel
grew
by
36
percent
maintenance
and
operations
and
capital
that
m
o
investment,
grew
by
29
from
fy20's
base
budget
of
7
million
7.7
million
dollars
to
an
fy24
budget
of
9.9
million
dollars
and
be
happy
to
answer
questions
about
where
that
money
is
going
or
when
it
where
it's
been
spent.
I
But
an
additional
15.7
million
dollars
was
allocated
for
equipment,
software
and
Facilities
improvements
through
the
capital
fund,
and
this
I
want
to
just
leave
in
front
of
you
for
a
few
minutes
so
that
you
can
digest
what
that
looks
like
this
is
a
representation
of
our
hiring
the
green
line
on
top
in
each
year
and
the
turnover
rate,
meaning
the
people
that
that
we
lost,
whether
that's
through
resignations
being
discharged
for
for
other
reasons
or
for
retirements,
and
so
you
can
see
in
2020
that
we
were
upside
down.
I
We
had
13
hires
in
2020
and
we
lost
19
people
and
in
2021
was
was
a
big
hiring
year,
but
we
also
lost
a
lot
of
folks
for
a
variety
of
reasons:
2022
we
were
completely
upside
down
again,
with
only
22,
hires
and
and
the
loss
of
of
26
I
believe
people
there.
So
in
2023
the
good
news
is
I
think
we're
turning
the
corner,
maybe
stemming
the
tide
a
little
bit.
We
have
a
number
of
folks
who
are
eligible
to
retire,
who
have
chosen
not
to
retire.
I
Yet
at
this
point
point
and
that's
a
double-edged
sword,
we
we
have
to
plan
for,
but
but
at
least
we're
seeing
people
I
believe
the
morale.
Turning
around
a
little
bit,
people
are
sticking
around
a
little
bit
longer
and
we're
seeing.
Obviously
some
progress
in
the
hiring
that
we
are
making.
So
Staffing
is
our
top
priority
in
the
Boise
Police
Department
we're
focusing
on
supporting
our
Training
Division
so
that
we
can
hire
more
officers
each
year
and
we
do
have
plans.
I
Obviously
we
expect
maybe
11
to
15
folks
to
retire
in
FY
24,
but
we
plan
to
hire
between
30
and
40.,
so
we're
we're
constantly
chipping
away
at
those
vacancies
that
we
have
and
within
the
next
year
or
or
two
we
certainly
hope
to
be
fully
staffed,
was
I
as
I
look
around
at
our
partner
agencies
around
the
Treasure
Valley.
Many
of
them
are
approaching
fully
full
Staffing
and
so
I.
I
A
A
question
Chief
I
just
want
to
say
thank
you
because
one
of
the
priorities
we
set
together
and
you've
worked
to
do.
This
is
to
right
size
that
this
year,
you
know
and
I
want
to
acknowledge
to
council's
agreement,
to
invest
in
the
training
program,
to
invest
in
incentives
for
field
training
officers
that
make
it
possible
for
you
to
hire
more
people
and
put
them
into
training.
A
I
would
imagine
that
in
20
years
or
so,
the
Department's
going
to
face
this
again
from
a
generational
retirement
perspective,
because
there's
a
whole
bunch
of
folks
that
are
aging
out
retiring
and
moving
on.
So
we're
higher,
bring
a
lot
of
people
all
which
are
coming
in
at
the
same
time,
so
20
plus
years
from
now.
Another
Council
will
be
looking
at
this
and
looking
at
generational
retirements,
that
I
need
to
hire
again.
I
Madam
mayor,
yes,
we
we
certainly
look
at
and
and
keep
track
of,
potential
retirements
and
and
the
blocks
was
as
we
look
forward
in
the
next
couple
of
years.
There
are
even
more
and
more
so
those
generational
retirements
do
impact
us,
but
that
just
highlights
the
need
for
us
to
beef
up
our
training,
our
Recruitment
and
all
of
those
things.
So
we
are
working
on
that.
Thank
you.
I
want
to
draw
a
quick
attention
as
I
come
to
a
close
here
shortly,
some
of
the
recruitment
efforts
that
we
are
making.
I
We
have
got
a
currently
a
team
of
25
recruiters,
which
are
sworn
officers
from
all
ranks
and
assignments
officers,
detective
sergeants
and
lieutenants
in
the
Training
Division
Patrol
Division,
detective
Division
and
our
community
outreach
Division
and
those
recruiters
have
been
to
at
least
10
recruitment
events
this
past
year
to
include
three
travel
trips
to
other
states,
multiple
locations
in
Washington,
Colorado
and
Idaho
events
at
the
Boise
State
University
career
fairs,
gallon
field,
Career,
Fairs,
Northwest,
Nazarene,
college
career,
fair
and
other
recruitment.
I
Events
in
in
the
local
area
as
well,
so
we're
really
trying
to
increase
our
recruitment
efforts
and
we
have
started
something
something
where
we
actually
give
practice
to
folks
who
are
going
through
the
process
so,
whether
that's
practice
in
a
written
test
or
a
physical
fitness
test
or
an
oral
board
interview.
We've
set
up
at
least
30
of
those
sessions
where
we
help
people
who
are
interested
in
becoming
police
officers
know
what
it
takes
to
get
through
that
process
and
help
them,
and
so
those
those
efforts,
I
believe
are
are
paying
off.
I
And,
lastly,
I
would
just
like
to
look
at
the
recruitment
we've.
We've
focused
on
at
least
a
couple
of
women
in
law
enforcement
workshops
in
the
area.
We've
increased
the
number
of
our
field,
training
officers
and,
as
I
mentioned,
the
recruitment
team,
and
we
continue
with
our
high
hiring
standards
yeah.
I
We
have
lots
of
things
underway,
I,
don't
know
if
any
of
those
things
sparked
a
question
for
anyone,
but
I'll
take
a
breath
and
and
be
happy
to
answer
questions
as
we
wrap
up
and
I'd
like
to
turn
the
time
over
to
Chief
Niemeyer.
To
talk
about
the
fire
department
initiatives
in
that
realm
as
well.
E
Yeah,
first
of
all,
thank
you
for
the
presentation.
I'll
always
mention
this
I'm
always
excited
to
see
Investments
when
it
comes
to
mental
health
and
wellness
for
all
of
our
First
Responders.
So
thank
you
for
doing
that
and
I've
gotten
personal
feedback
from
a
lot
of
officers
about
how
effective,
even
the
sleep
training
was,
recovery,
training,
which
is
just
such
an
important
investment,
and
you
wouldn't
necessarily
think
about
it.
They
have
some
questions
about
some
of
the
women
in
law
enforcement,
recruitment,
I.
E
Remember
a
presentation,
probably
a
couple
years
ago,
where
that
was
actually
the
biggest
Gap
when,
as
far
as
March
matching
our
demographics,
you
know
within
the
community
and
I'm
wondering
with
some
of
those
efforts.
If
we've
made
any
sort
of
progress
or
if
we
know
if
we've
made
any
progress
in
getting
more
folks
actually
in
their
female.
I
Madam
mayor
council
president
Hallie
Burton,
that
is
a
great
question
and
it
is
certainly
something
that
crossed
the
board
Nationwide
and
worldwide.
In
fact,
law
enforcement
is
not
necessarily
represented
by
the
demographics
of
the
community
that
we
served,
especially
in
relation
to
gender,
and
so
we
are
we're
probably
a
little
bit
ahead
of
the
curve
in
that
regard
with
a
lot
of
other
places,
but
we
have
so
far
to
go
if
we're
really
trying
to
match
the
demographics.
I
So
we
we
take
pride
in
in
having
a
higher
percentage
of
females
than
than
many
other
departments
around
us
and
in
other
places,
but
we
we
definitely
need
to
focus
those
efforts.
We
have
seen
some
modest
success,
I
would
say,
but
but
oftentimes
the
the
academies
that
we
are
running
and
the
numbers
that
we
see
are
still
posing
a
challenge
for
sure
yeah.
E
Man
Marion
follow
up
there
and
I.
Don't
expect
you
to
have
an
answer,
if
that's
an
area
where
the
council
can
be
more
supportive,
please
let
me
know
I
think
that
that's
certainly
something
that
I
would
love
to
to
see
and,
and
hopefully
those
outcomes,
I
know
that
there's
effort
but
like
if
there's
things
that
we
can
do
to
really
support
those
outcomes.
Please
let
me
know.
I
And
mayor
council
president
Hallie
Burton,
thank
you.
I
I
think
some
of
the
compensation
packages
and
just
some
of
the
the
ideas
that
that
women
can
indeed
thrive
in
a
career
in
law
enforcement,
is
not
something
that
necessarily
folks
have
thought
about
in
the
past
as
much,
and
so
we're
really
trying
to
push
the
awareness
and
the
the
understanding
that
yes,
we
we
need
them
and
they
can
serve
a
vital
role
and
be
officers
in
the
department
and
and
bring
some
specific
Talent
skills
and
abilities.
So
anything
we
can
do
to
spread.
H
H
Thanks
Chief,
as
we
get
to
the
fire
department,
you
recognize
these
buckets
the
response:
Evolution
Capital
planning,
Workforce
stabilization,
employee
Wellness
I,
just
want
to
hit
some
highlights
from
from
2023
that
we're
very
proud
of
you
got
a
briefing
not
too
long
ago
from
Chief,
Ray
and
I
about
the
squad
pilot.
That
is
a
way
to
think
innovatively
about
how
do
we
respond
in
our
downtown
core
that
the
court
continues
to
be
our
highest
demand?
H
Even
though
calls
for
service
around
the
entire
city
are
growing
and
will
continue
to
grow,
but
we
know
that
that
downtown
core
is
where
the
demand
is
for
the
majority
of
our
call
ball,
I
mean
we
do
have
station
five
downtown
station.
One
we've
talked
about
station,
one
that
has
a
lot
of
specialty
to
it
and
they're
out
a
lot
on
some
of
those
specialty
responses
and
then
our
downtown
station
five
with
engine
5
and
Ladder
five.
H
They
are
continuing
to
increasingly
be
busy
and
we
believe
we
can
respond
differently
to
help
offs
set
that
burden
a
little
bit.
You
all
knew
about
float
to
Boise
too
and
I'm
very
proud
of
this.
This
was
a
great
collaboration.
This
was
Innovation
at
its
best
Joanna
zeibel.
H
Our
data
Insight
analyst
really
helped
put
together
that
app,
and
then
our
dive
team
really
embraced
this,
and
we've
done
some
station
visits
at
station,
one
with
the
dive
team,
and
they
really
appreciate
that
they
were
able
to
provide
real-time
input
into
the
dangers
on
the
river
that
ultimately,
our
citizens
were
then
able
to
learn.
So
it
was
a
great
project.
It
was
a
great
collaboration
with
Ada
County.
We
do
have
an
after
action
coming
up
the
middle
of
October
just
to
see
what
we
can.
H
We
do
better
next
year,
as
we
continue
to
evolve
this
program
on
the
capital
planning,
Side
Station
five
is
the
big
one
that
was
a
complete
tear
down
to
rebuild.
I
will
make
a
note
on
this,
because
something
really
cool
happened
last
week
within
station
five,
one
of
the
things
that
we're
proud
of-
and
it's
going
to
have
a
great
Community
benefit
as
a
visual
Museum
of
our
fire
department's
history,
that
our
community
members
will
be
able
to
stop
by
and
see.
H
We
just
got
donated
to
us
from
the
great
great
grandchildren
of
an
old
Boise
fire
volunteer
from
the
18
1800s,
a
helmet
badges
ribbon
commendations
from
the
late
1800s
or
early
1900s
about
the
earliest
artifact
that
we
have
in
our
Boise
fire
history
and
that
will
now
be
displayed
in
that
museum
for
the
community
to
see.
So
we're
really
excited
about
that.
Another
big
Capital
project
was
the
SCBA
repayment.
H
Scba
stands
for
self-contained
breathing
apparatus,
I
know
where
the
department
of
acronyms
these
are
the
air
tanks
and
the
mass
that
our
firefighters
wear
when
they
enter
a
building.
We
applied
for
a
FEMA
Grant,
a
regional
grants.
We
had
other
departments
involved
in
that
Grant
process
and
we
were
awarded
that
it
was
about
1.6
million
dollars.
H
There
then
Chief
winegar
mentioned
our
our
wellness
program.
This
is
something
that
had
just
started
prior
to
my
arrival.
Chief
Mullen
is
here
with
us
today,
Kelsey
carnosa,
who
you
know,
is
involved
in
this
as
well
as
a
number
of
Staff.
Looking
at
how
do
we
look
at
lifetime
Wellness?
We
have
a
sane
and
fire
that
we
want
to
take
care
of
you
from
higher
to
retire
and
Beyond
and
that's
something
we
talk
about
early
in
the
recruit
academies
and
the
things
that
we
offer
to
make
sure
that
our
employees
stay
on.
H
A
pathway
of
Wellness
talk
a
little
bit
more
about
the
specifics
on
what
we're
doing
here
in
the
next
slide.
I
do
want
to
mention
on
the
fire
service
contracts.
As
you
know,
we
have
contracts
with
the
Whitney
Fire
Protection
District,
as
well
as
the
North
Ada
County
Fire
and
Rescue
Protection
District.
H
Those
fire
service
contracts
account
for
about
11
million
dollars
of
our
budget
and
then
grants
we
we
do
pursue
grants
and-
and
it's
been
a
great
ad
to
our
budget
tag-
is
through
the
Ada
County
City
Emergency
Management
Group
OEM
is
the
office
of
emergency
management
for
the
state
of
Idaho,
director
Brad
Ritchie,
that
training
and
Equipment
grant
that
we
get
from
OEM
is
typically
given
directly
to
Hazmat
for
some
of
the
Hazmat
training
and
Equipment
the
SCBA
Grant
I
mentioned
the
wui
fuels
mitigation.
H
Grant
is
through
a
FEMA
Grant
as
well,
and
then
I
just
want
to
add
to
it.
That's
not
on
the
slide
that
that
you
all
heard
about
we're
excited
to
continue
our
partner
partnership
with
the
National
Park
Service.
This
is
proving
to
be
a
really
good
cool
partnership
for
both
of
us
and
so
we're
looking
forward
to
that
ongoing
partnership.
H
H
We
had
a
recruit
academy
in
January
with
I,
believe
18
recruits,
19
recruits,
we
got
done
and
we
were
whole
for
one
day
and
I
was
all
excited
and
then
Chief
bowling
came
to
me
and
said:
well,
we're
not
home
anymore,
and
this
really
is
the
same
as
we're
seeing
in
the
police
department
a
lot
of
generational,
retirements,
I'm,
typically
attending
one
to
two
retirement
parties
a
month
for
our
firefighters
that
are
retiring.
H
We
anticipate
that
to
continue
like,
like
the
police
department,
we
have
a
projection
every
year
of
who's
eligible
to
retire
and
the
reason
that
that's
important
is
if
we
go
down
to
the
FY
24
Investments
we
have
traditionally
just
put
on
one
recruit
Academy
per
year.
We
know
that's
not
maintaining
what
we
need.
We
are
now
going
to
be
doing
two
recruit
academies
a
year
so
for
FY,
24,
we're
gonna,
you're
gonna,
see
a
recruit
academy
in
January
and
another
one
in
August.
H
August
is
specifically
designed
and
has
been
built,
hopefully
to
start
that
station
13
Personnel
process,
we
know
station
13
will
be
opening
up
in
the
winter
roughly
of
25.
We
need
to
get
those
folks
through
an
academy
beforehand,
get
them
out
on
the
street
through
their
field
training
officer
time
in
time
to
open
up
station
13..
So
we're
going
to
be
keeping
a
close
eye
on
this,
but
part
of
that
is
also
then
looking
at.
How
are
we
recruiting?
H
Quite
honestly,
the
fire
department
has
always
been
able
to
rely
on
put
it
out
on
social
media.
We'll
have
12
to
1500,
people
apply,
and
life
is
good.
That
has
been
trending
downward
over
the
last,
probably
five
to
ten
years
and
the
fire
service
as
we
engage
with
our
colleagues.
This
is
a
big
challenge
in
the
fire
departments
Across
the
Nation.
We
know
we
have
to
recruit
differently
and
so,
following
the
lead
of
of
what
the
police
department
has
been
doing,
we're
investing
time,
people
and
effort
money
into
job
fairs.
H
Local
events
I
want
to
mention
our
ignite
boot
camp
that
has
been
hugely
successful
for
us
year.
One
was
really
focused
on
adult
women
year
two
we
focused
on
adult
women
had
another
class
for
young
women
and
young
boys,
so
we're
bringing
as
many
many
people
through
our
doors
as
we
can
at
an
early
age
to
show
them
what
we
do
and
that
that
may
be
off
10
years
from
now
after
retirement,
it
will
pay
off
and
we're
happy
with
that
investment.
H
We're
also
going
to
look
to
engage
at
a
higher
level
with
our
high
schools
and
our
College
Partnerships
we've
met
with
the
Boise
school
district.
We've
met
with
CWI,
who
has
a
fire
service
program.
It's
been
very
successful.
It's
been
in,
in
effect
now
for
about
five
years,
we're
looking
to
provide
a
better
partnership
with
both
of
those
programs.
H
We
talk
about
lifetime,
wellness
and
I
think
this
is
something
to
focus
on,
because
it's
something
we're
proud
of
as
much
as
we
look
to
the
Future
and
the
needs
that
we
may
have
to
respond
to
our
community
and
we're
asking
those
folks
to
respond
at
the
highest
level
possible
of
professionalism,
efficiency
and
Effectiveness.
We
know
to
do
that.
We
have
to
take
care
of
our
employees,
that's
very
important!
H
So
if
we
look
at
FY
23,
the
five
buckets
across
the
top
are
the
five
buckets
of
our
lifetime:
wellness
program:
mental
social,
physical,
cultural
and
occupational.
In
23
on
the
mental
bucket
we
focused
on
resiliency,
we
know
that's
important
to
First
Responders
to
navigate
through
a
career.
We
also
focused
on
ptsi
training,
I
want
to
thank
again
Chief
Bull
and
the
entire
team
of
peer
support
that
put
together
that
training.
We
also
talked
a
lot
about
suicide
prevention.
Unfortunately,
that's
something
we
have
to
talk
about,
so
we're
hitting
that
head
on.
H
On
the
social
side,
we
engaged
our
retirees,
we
know
when
firefighters
retire,
many
of
them
struggle.
You
know
they
just
do
they.
They
lose
that
connection
to
family
for
a
career
that
they
spend
many
years
doing
so
we
have
brought
in
some
retiree
support
and
engagement.
We
have
quarterly
meetings
with
retirees
they're
invited
to
all
of
our
events.
It's
really
cool
to
see
them
show
up
at
other
retirements
when
they
show
up
it's.
It's
really
nice
to
see
them
on
the
physical
side.
I
would
say
a
great
thing
for
our
fire
department.
H
We
have
one
individual
that
is
focused
on
Injured
Workers
and
that's
our
injured
worker
Advocate.
We
work
directly
with
Corey
Pence
as
well
and
his
team,
but
that
one
individual
we
just
did
an
employee
survey
and
the
satisfaction
Action
level
throughout
everything
we
do.
This
was
the
highest
satisfaction
level
we
had
in
our
fire
department.
Knowing
that
the
firefighters
know
they
have
one
person
who
is
tracking
their
progress,
making
sure
appointments
are
on
time
and
making
sure
they're
getting
through
the
process
in
a
timely
manner,
so
very
excited
about
that.
H
The
equipment
replacement
plan
we
mentioned
on
the
cultural
side,
we
did
participate
in
the
WASP
training.
We
really
appreciated
that.
It
was
great
training,
then,
in
the
occupational
side
focused
on
incumbent
training
and
after
Action
reviews.
So
after
Action
reviews,
if
you
ever
see
firefighters
gathered
at
the
back
of
an
engine
after
a
fire,
it's
called
a
tail
board
session.
We
do
it
all
the
time
police
usually
makes
fun
of
us
when
we
do
it,
but
we
get
together
and
we
just
do
an
immediate.
What
went
well
and
what?
What
can
we
improve
upon?
H
It's
usually
about
10
minutes,
but
it's
very
valuable.
The
challenge
in
that
is
when
we
do
a
tail
board
after
a
fire.
It's
just
those
Crews
that
got
to
hear
what
went
well
and
what
didn't
developing
formalized
after
Action
reviews,
taking
all
those
Lessons,
Learned,
good
and
bad,
and
spreading
that
information
across
the
entire
department
on
all
three
shifts
and
through
every
division.
We're
excited
about
that.
We're
fy24
Investments
station
learning
technology,
the
bulk
of
that
is
being
paid
for
by
the
county,
9-1-1
funds.
H
So
imagine
this
for
a
second,
it's
two
in
the
morning,
you're
in
bed,
your
smoke
alarms
and
your
iPhone
alarm
goes
off
at
the
same
time,
at
about
a
seven
level
volume
and
at
the
same
time
that's
happening.
Your
lights,
go
off,
imagine
your
heart
rate
and
what
it's
going
to
do
there?
That's
typically
what
a
fire
station
alerting
system
consists
of
this
new
technology
alerting
system.
Now.
H
Imagine
that
same
scenario,
I
just
gave
you
where
the
lights
slowly
come
on
and
that
volume
goes
from
about
a
two
then
to
a
seven
and
we
we
know
through
science
that
that
has
a
great
effect
on
cardiovascular
issues.
So
we're
looking
forward
to
this
technology
being
implemented
in
24
valley-wide
Wellness
conference.
A
lot
of
fire
departments
in
the
valley
are
doing
some
really
cool
things.
It's
bringing
all
of
us
together
to
learn
from
each
other
and
and
look
at
how
we're
moving
the
needle
forward
for
our
firefighters
on
the
social
side.
H
One
of
the
areas
that
we
think
we
need
to
do
better
is
providing
some
spousal
and
family
support.
You
know
our
firefighters
are
gone
for
48
hours
at
a
time.
Yes,
they're
off
for
four
days,
but
I
can
tell
from
personal
experience
day.
One
is
recovery
from
the
previous
48
Hours
the
day
before
you
go
to
work,
your
mind's,
usually
spending
about.
What's
the
next
48
hours
going
to
look
like
so
you
kind
of
that
two-day
break.
H
In
addition
to
that,
when
our
vacancies
occur,
we
have
to
rely
on
firefighters
coming
back
to
work
outside
of
their
normal
schedule
right.
We
know
that
takes
a
toll
on
families.
We
all
missed
Christmases
birthdays,
anniversaries,
all
that
stuff
making
sure
we
have
good,
spousal
and
family
support.
We
believe
is
important
not
only
for
us
but
for
our
firefighters,
so
when
they
do
come
to
work,
they're
coming
to
work,
the
best
they
can
on
the
physical
side
we're
incorporating
new
fitness
technology
as
well
as
new
entry-level
Fitness
standards.
H
We're
excited
about
that
I
talk
about
the
recruitment
strategy
to
meet
our
demands
and
our
needs
moving
forward
and
then
on
the
occupational
side.
I
talked
about
training
training
is
the
stuff
that's
required
for
us
just
to
maintain
our
licenses,
certifications,
Etc,
but
in
that
last
survey,
I
just
mentioned
one
of
the
areas
that
our
firefighters
said
we
need
more
of,
and
that
is
professional
development,
not
just
training
but
true
professional
development
and
then
succession
planning,
I've
always
believed
the
strength
of
an
organization.
H
E
Man,
Mary
I've
got
one
question:
if
we
don't
have
time
to
go
over
it,
we
can
always
come
back
on
one
of
those
slides.
You
just
had
mentioned
the
the
four-person
Staffing
and
recruitment.
I
think
that's
something
that
mayor's
office
brought
forward
during
our
budget
sessions.
This
last
year,
Council
certainly
approved.
Maybe
we're
excited
about
it.
Are
we
ready
to
hit
the
ground
running
there?
What's
our
status
on
the
four-person
Staffing.
H
E
H
Station
visit
yesterday
so
we'll
have
our
next
academy
in
January
that
that
is
the
best
time
for
us
to
have
our
first
academy
it'll,
take
about
14
weeks
to
get
our
firefighters
through
that
Academy
as
soon
as
they
hit
the
line,
and
they
would
they're
called
counters,
is
what
we
call
them
at
once.
They're
done
with
their
field
training
officer
time
when
they
get
on
the
line,
they
get
acclimated
to
shift
work
we'll
be
ready
to
pull
the
trigger
on
the
four-person
Staffing.
H
A
It
would
it
be
easier
for
staff
if
we
just
continued
like
this
yeah.
Why
don't
we
just
do
that?
It
looks
like
a
relatively
quick
meeting,
we'll
so
we'll
be
back
here
at
noon.
Just
like
this.