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From YouTube: City Council Work Session - 2/2/21
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C
A
D
All
right
sounds
like
my
mic:
wasn't
working
so
first
up
we
have
maria
wig
from
our
office
of
community
engagement
to
present
language
access
strategy
for
the
next
year
and
just
to
kick
this
off
maria,
I
think
oh
yeah,
I
see
you
maria
thanks
for
joining
us
this
one
of
our
goals,
the
council
and
I
shared
the
goal
of
in
the
last
year
of
coming
up
with
a
way
to
make
sure
that
more
of
our
materials
were
available
to
more
people,
and
so
maria
and
the
team
in
ce
community
engagement
has
worked
on
a
process
for
what
we
do
first
and
how
we,
you
know,
get
to
the
point
where
we
can
support
as
many
languages
as
possible
and
necessary
within
our
community.
E
Okay,
so
kind
of
starting
out
sorry
it's
on
a
different
screen
than
what
my
video
camera
is
starting
out
with
the
first
part
of
of
our
mission
statement.
The
city
of
boise
will
create
a
city
for
everyone
by
embracing
our
community
in
the
decision-making
process,
and
that
really
compels
us
to
respond
to
what
our
community,
our
community,
will
find
most
impactful
and
that's
everything
from
being
able
to
access
some
of
our
vital
services
applying
for
business
licenses
coming
in
and
paying
a
parking
ticket
paying
a
utility
bill
to
enjoying
our
programs.
E
So
language,
access
programs
across
the
country
recognize
the
value
of
diversity
within
our
community
and
boise,
clearly
has
a
growing,
diverse
community
and
is
enriched
by
that,
both
culturally
and
economically,
ensuring
equitable
access
to
all
of
our
vital
services
and
providing
meaningful
opportunities
for
engagement,
which
is
really
what
we're
here
and
what
we're
what
we're
all
about
today.
So
what
what
I
would
mention
to
all
of
you
is
this
really
moves
us
beyond
just
compliance,
we're
doing
the
compliance
piece
really
well.
We've
met,
we've
checked
all
the
boxes.
E
We've
got
it
up
on
the
website,
we're
doing
a
good
job
with
the
I
speak
cards
and
with
translating
some
of
our
most
vital
documents,
and
but
we
really
need
to
go
to
the
next
level
to
make
sure
that
we're
responding
to
the
needs
of
our
community
and
making
sure
that
we're
providing
information
in
the
languages
and
ways
of
communicating
that
our
community
is
asking
for.
E
So
if
you
look
at
where
we
are
sitting
currently
in
the
city
of
boise-
and
this
is
information
most
recently
from
the
census-
I
think
we
will
see
that
this
shift
a
little
bit
when
we
get
the
most
recent
census
results
in
just
a
couple
of
months.
89.9
percent
of
our
community
is
english,
only
4.7,
spanish
and
then
other
languages,
kind
of
fall,
lower
below
that,
and
just
for
everyone's
situational
awareness,
the
two
languages
that
we
see
the
need
for
most
clearly
at
city
hall.
E
E
So
we
want
to
make
sure
that
we're
really
responding
to
the
needs
of
the
community,
making
sure
that
we're
providing
the
language
access
that
that
our
community
needs
and
it's
not
just
limited
to
folks
who
are
limited
english
proficiency
speakers
we're
also
talking
about
folks
in
the
deaf
and
hard
of
hearing
community.
That
was
harder
for
me
to
to
chase
down
current
information.
E
E
So
what
does
building
a
language
access
program?
Look
like.
We've
done
a
good
amount
of
work.
To
date.
It's
been
primarily
on
the
compliance
side.
I
want
to
give
a
big
shout
out
to
hr
for
for
doing
a
lot
of
work
in
2019
to
make
sure
that
we
were
really
in
compliance
that
were
cataloging
our
resources
and,
through
the
course
of
that
you
know
we
were
able
to
build
sort
of
a
list
of
bilingual
staff
members
who
were
willing
to
be
called
upon
in
the
event
that
we
needed
some
interpretation
services.
E
We've
got
a
list
of
translators
that
we
use
different
departments,
are
doing
different
levels
of
language
access.
Bpd
is
doing
a
pretty
good
job
of
making
sure
that
they're
responding
to
folks
in
the
language
they
need
to
be
responded
to,
but
we
don't
yet
quite
have
a
really
cohesive,
really
proactive
way
of
understanding
how
we
treat
language
access
at
the
city.
E
So
in
2020
we
kind
of
picked
up
where
the
the
initial
work
left
off
the
compliance
work
left
off.
We
had
some
budget
allocation
for
translation
work,
some
one-time
budget
allocation.
I
know
you
have
eric
next
and
he'll-
want
to
make
sure
that
I
recognize
that
that
was
a
one-time
ballot
budget
allocation.
E
E
And
then
we
started
working
on
an
updated
policy
and
an
updated
regulation
to
really
guide
us
through
this,
with
the
goals
of
focusing
on
what
the
community
needs.
What
are
the
vital
documents
that
really
are
sort
of
the
baseline
for
what
we
need
to
be
providing
translation
for
and
then
what
do
we
need
to
go?
E
A
little
bit
above
and
beyond
to
engage
and
support,
and
it
became
really
clear
when
we
started
looking
at
the
one-time
budget
allocation
and
thinking
about
it,
just
in
terms
of
translation
that
one
it
wouldn't
go
terribly
far
and
two,
we
might
end
up
spending
really
valuable
resources
on
the
kinds
of
documents
and
the
kinds
of
things
that
weren't
necessarily
what
would
be
the
most
impactful
to
the
community,
at
which
point
we
took
a
step
back
and
said
it's
time
to
go
out
and
really
ask
not
make
a
lot
of
assumptions
but
make
sure
that
we're
providing
what
the
community
needs
and
will
use
and
will
improve
the
the
ability
of
folks
to
engage
with
us,
and
we
want
to
be
really
consistent
and
strategic
with
our
resources
right.
E
B
What
I
mean
yes
may
just
ask
a
question:
real,
quick
maria.
I
one
thing
that
I've
noticed
in
being
in
city
hall
and
kind
of
seeing
how
the
public
interacts
at
the
front
desk
with
kind
of
our
business
licensing
staff
there
is
that
maybe
they
would
also
have
some
some
really
interesting
insight
on
where
translation
services
might
be
more
useful.
Have
they
been
engaged
at
all
in
in
kind
of
defining
and
scoping
out
this
work.
E
Yep,
they
sure
have
and
they're
a
big
part
of
our
next
steps,
so
the
work
sierra
did
in
2019
really
did
catalog
across
the
city.
What
what
kind
of
programs
and
services
we
were
getting
most
requests
for
from
folks
with
limited
english
proficiency.
E
It's
a
little
hit
or
miss
in
terms
of
who
you
get
on
the
other
end
of
the
line,
but
that's
been
a
good
measure
to
help
increase
our
ability
to
provide
those
services.
Wonderful.
E
So
the
next
step
would
would
be
taking
it
up
to
this
next
level
to
bring
before
you
a
language
access
policy
that
can
be
passed
by
council
resolution
which
really
formalizes
and
allows
us
to
start
operationalizing
a
language
access
program
within
the
city,
something
consistent,
something
predictable
and
based
on
the
needs
of
the
community.
E
So
after
we
had
that
after
we
would
have
that
policy
passed
by
resolution,
we
would
launch
into
a
really
formal
needs
assessment
council,
member
weddings
that
would
include
reaching
out
to
the
folks
who
are
on
the
front
lines
who
are
interacting
with
our
community
members
every
day
it
would
be
working
with
community
partners
and
having
conversations
with
the
folks
who
need
these
services
the
most
and
saying
what
is
most
impactful.
Is
it
a
city
council
agenda?
Is
it
not
a
city
council
agenda?
Is
it
something
you
know?
Is
it
something
else?
E
It's
is
it
the
services
that
we're
continuing
to
provide
on
demand,
making
sure
that
we
have
forms
in
our
most
commonly
spoken
languages
and
then
make
sure
that
people
know
how
to
access
on-demand
services.
We
want
to
make
sure
that
we're
responding
to
what
people
really
need
will
really
use
and
will
most
improve
their
ability
to
engage
with
us,
and
then
we
would
build
on
the
existing
lep
plan,
that's
in
place
and
that's
available
on
our
website,
so
we
would
look
into
data
collection.
What
data
do
we
need
to
be?
E
Collecting
we've
already
started,
making
sure
that
we're
coding
our
translation
interpretation
services
consistently
across
the
city,
so
we
can
see
what
we're
currently
spending
across
the
board
identification
of
those
resource
needs.
What
do
we
really
need
at?
What
point
do
we
hit
the
threshold
that
triggers
there's
a
federal
threshold
of
about
five
percent
that
tends
to
trigger
sort
of
another
level
of
language
access?
E
I
think
we
will
likely
get
there
with
spanish
with
the
next
census,
we're
a
bit
shy
of
it
right
now:
staff
training
to
make
sure
across
the
city.
We
understand
how
to
best
access
those
resources
and
what
the
best
practices
are
and
then
communication.
Once
we've
got
some
of
that
in
place.
E
Communication
back
to
the
impacted
communities,
the
organizations,
the
folks
that
we
work
with
to
let
them
know
you
know
what
we're
doing
and
how
it's
working
and
then
making
sure
that
we
have
a
really
good
feedback
loop,
that
it's
an
iterative
process
and
that
we're
constant
that
we're
that
we're
in
a
timely
way.
E
E
So
it's
very
quick.
Next
steps,
there's
been,
you
know,
a
good
chunk
of
work
that
has
been
done
both
on
the
compliance
side
and
from
folks
who
are
thinking
about
how
to
do
this
well
from
a
legal
perspective
and
from
a
community
engagement
perspective
and
we're
just
looking
to
formalize
it
and
make
it
a
part
of
the
practice
of
what
we
do
with
the
city.
E
F
F
Thank
you
madame.
Thank
you,
maria,
that's,
a
wonderful
presentation,
so
I
just
wanted
to
share
some
information
with
you
to
to
just
put
in
your.
C
F
Here,
as
you
move
forward
with
this,
you
know
as
somebody
who
is
bilingual,
I
I
I've
had
wonderful
doors
of
employment
open
to
me
simply
because
of
that
fact,
but
spanish
isn't
my
first
language.
F
English
is
my
first
language,
but
in
a
community
where
we
do
have
the
largest
minority
population
being
the
latino
community,
it
has.
It
has
helped
me,
but
I
have
to
say
one
area
which
I
don't
think
folks
take
into
consideration,
at
least
not
in
idaho,
yet
other
communities
do.
Is
they
take
into
consideration
that
oftentimes?
F
When
someone
is
bilingual,
they
are
pulled
away
from
their
main
job
to
serve
in
that
role,
and
so
what
that
does
is
yes,
as
an
organization
we're
able
to
provide
improved
services
to
our
community,
which
is
wonderful,
but
unfortunately
it
can
sometimes
have
an
adverse
effect
on
the
employee.
If
that
is
not
the
specific
job
that
they
were
hired
to
do
so
in
those
communities.
F
What
you
have
is
an
understanding
that
this
is
an
additional
task,
that
an
employee
is
willing
to
do,
which
is
wonderful,
but
then
we
have
to
take
that
into
consideration
during
performance
evaluation
time,
if
they're
not
meeting
their
other
goals,
or
are
we
willing
to
offer
a
paid
differential
to
to
compensate
folks
who
are
who
are
bringing
that
added
value
to
to
what
we
offer
at
the
city
of
boise?
So
I
just
just
wanted
to
point
that
out.
F
Also,
sometimes
we
make
assumptions
if
somebody
is
a
bilingual
person,
the
level
of
fluency.
I
know
for
myself.
I
grew
up
raised
by
my
grandmother
who
taught
me
spanish,
but
who
never
went
to
school
a
day
in
her
life,
and
so
the
spanish
I
learned
was
from
somebody
born
in
1915,
so
it
was
very
obsolete
and
archaic.
F
Thank
goodness
I
made
wonderful
friends
in
college
and
and
was
assisted
in
improving
my
spanish,
but
with
each
industry
that
I
joined,
I
had
to
learn
a
whole
new
set
of
technology
or
excuse
me
terminology
in
english
and
then
do
it
in
in
spanish,
because
my
grandmother
did
not
teach
me
the
word.
Sexual
harassment
in
spanish,
by
the
way
it's
what
just
in
case
you're,
wondering
and
and
so
just
to
keep
that
in
mind-
that
when
you
have
an
employer
approaching
you,
knowing
that
they
have
that
you
do
have
that
skill.
F
We
need
to
honor
whether
somebody
wants
to
share
that
and
it's
hard
when
you
feel
the
pressure
of
an
employer
putting
you
on
the
spot.
I've
been
in
that
position
myself,
and
it's
just
this
understanding
that
having
fluency
in
one
language,
you
may
not
have
it
at
the
same
level
in
the
other.
So
if
you
were
to
ask
me
to
translate
something
in
from
spanish
to
english,
easy
breezy,
no
problem,
if
you
want
me
to
translate
something
from
from
from,
let's
see
english
to
spanish
from
spanish
to
english,
it's
harder!
It's
so
strange!
F
I
it's
because
my
vocabulary
is
much
larger
in
english
than
it
is
in
spanish.
So
I
just
want
to
bring
out
these
little
nuances
to
consider
as
we
move
forward
that
if
you
have
an
employee
who
you
know
to
be
bilingual,
but
who
may
be
resistant
to
offering
this
this
skill
it
may
be
because
they
just
want
to
give
you
a
quality
product
and
they
may
not
be
at
that
fluency
level.
So
thank
you
for
hearing
me
out
maria
and
thank
you
for
bringing
this
to
us.
E
Thank
you,
council
pro
tem.
I
mean
that
is
something
that
is
as
we
look
across.
What
we're
currently
doing
at
the
city
has
been
on
our
minds
a
lot.
We
do
have
a
list
of
employees
that
have
graciously
volunteered,
but
also
recognize
that
that
isn't
always
a
great
solution
for
a
number
of
reasons
for
the
employees,
but
also
for
the
person
seeking
the
service
right
if
that
employee
isn't
available
at
that
kind
of
moment
in
time.
E
So
that's
why
we
want
to
do
like
a
really
thorough
needs,
assessment
and
evaluation
of
the
resources
that
are
necessary,
because
we,
you
know,
recognize
that
these
that
this
is
a
very
kind
of
multi-layered
piece.
I
should
also
mention,
because
you
mentioned
vocabulary,
one
of
the
things
that
we've
started
doing
is
trying
to
build
in
the
time
that
once
we
have
a
translation
done
and
we
have
wonderful
translators
once
we
have
a
translation
done.
E
We
oftentimes
have
also
sought
out
additional
native
spanish
speakers
to
read,
through
the
translation,
translation,
just
to
kind
of
make
sure
we've
gotten
some
of
the
term,
make
sure
that
we've
gotten
the
terminology
right
right,
because
everybody
translates
and
we
have
a
lot
of
wonky
stuff,
sometimes
that
we
try
to
translate.
And
so
you
know
one
in
the
goal
of
trying
to
move
away
from
using
wonky
language
generally,
but
two
trying
to
make
sure
that
we're
translating
words
in
a
way
that
are
really
understandable
to
a
native
speaker.
F
Maria
I'm
so
glad
to
hear
that
that's
being
taken
into
consideration
because,
as
you
know,
I
think
my
colleagues
and
I
we
have
at
times
asked
for
less
as
you
put
it
wonky
language
in
in
hearing
our
presentations
and
so
imagine
adding
another
layer
of
having
that
be
in
a
different
language.
So
thank
you
so
much
for
being
mindful
about
that.
C
Thank
you,
maria.
This
is
great
glad
to
hear
it.
I
have
a
question
about
how
we're,
during
the
needs
assessment
we're
going
to
include
partners
such
as
the
school
district
and
refugee
services
organizations
and
internally,
of
course,
our
police
department,
so
that
we
can
make
the
best
use
of
everyone's
resources
and
not
duplicate.
E
It
did
I'm
sorry,
council
president,
I
didn't
have
the
question.
D
C
Okay,
the
the
question
was:
how
are
we
going
to
work
with
all
of
those
partners,
so
we
don't
duplicate
services
and
resources.
E
And
that's
our
that's
really
our
next
step,
one!
I
think
we're
exploring
working
with
some
folks
who
do
this
around
the
country
and
have
good
experience
to
make
sure
that
we
take
everything
into
consideration
and
then
we'll
be
working
closely
with
each
of
our
departments
and
with
the
organizations
we've
built
conversations
with
and
really
just
map
out
who's
doing.
What,
where
is
it
overlapping?
Are
there
places
we
can
find
some
economies
of
scale?
E
Some
of
that's
probably
going
to
be
working
with
eric
and
his
team
to
see
where
we
have
overlapping
budget
expenditures
on
different
kinds
of
pieces
to
make
sure
that
that
we
look
for
that,
but
we
we
in
the
course
of
this
have
met
some
really
great
folks
with
a
lot
of
specialized
experience
in
this,
and
we
want
to
make
sure
that
we
get
something
really
right-sized
for
boise.
That's
why
we're
going
to
be
taking
both
an
internal
and
external
approach
to
map?
E
D
Sure
we'll
take
one
more
and
then
I
just
need
us
to
be
mindful
of
time,
because
we
have
a
presentation
on
our
general
fund
revenue
projections
up
next.
G
Thank
you,
and
I
can
make
this
real,
quick
thanks
for
bringing
this
forward.
I
just
wanted
to
make
sure
that,
when
we're
doing
that
needs
assessment,
if
we're
looking
at
policy
that
we're
also
maybe
investigating
different
things
like
speeches
that
might
be
important-
that
mayor,
mclean
or
other
council
members
are
giving,
I
think
about
some
of
our
emergency
orders
that
we
put
out
and
how
that
might
have
been
nice
in
the
future.
If
we
could
have
f,
find
a
way
to
make
sure
that
we
can
translate
stuff
like
that
as
well.
G
E
You
councilmember,
we
actually
did
make
sure
that
we
had
a
version
of
the
state
of
the
city
that
was
captioned
in
spanish
and
with
each
of
our
emergency
orders.
We've
gotten
those
translated
as
well
and
made
sure
that
they
were
on
the
website
and
we
have
started
particularly
with
our
utility
billing
inserts
doing
one
side
in
english
and
one
time
in
spanish,
because
we
tend
to
communicate
very
service
related
kinds
of
things
on
the
utility
billing
insert.
E
But
thanks
thank
you
for
that
and,
and
always
always
point
out
opportunities
for
us,
because
we
we
like
to
rise
to
the
occasion.
D
Appreciate
it
and
more
to
come
all
right
next
up
we
have,
I
see
eric,
has
jumped
in
the
zoom
room
hi
eric
eric
is
with
us
tonight
to
talk
about
some
projections,
so
this
is
the
beginning
really
of
the
budget
process
and
and
presentations
and
work
with
council,
and
so
we
have
this
time
scheduled
now
to
talk
about
some
forecasting
that
eric
and
the
team
and
financial
services
and
budgeting
have
done,
and
then
I
think
that
we're
scheduled
for
an
additional
conversation
in
the
next
couple
weeks
on
likely
expenses.
D
So
we've
asked
eric
to
come
tonight
and
outline
the
kind
of
the
the
thinking
and
reasonings
and
assumptions
behind
some
of
the
forecasts
that
he
is
working
with
right
now,
based
on
the
budget
needs
we'll
have
and
the
expectations
that
he's
saying
and,
of
course
this
will
this
budget.
I
want
to
be
clear
for
the
public
too.
D
You
know,
as
you
remember
from
last
year,
we
we
start
these
conversations
in
january
february
and
it's
these
early
conversations
about
projections
and
expectations
that
will
guide
the
decisions
that
we
make
around
the
property
tax
levy
and
increase
or
holding
steady
and
then
and
of
course
that
impacts
the
ability
to
provide
services
in
the
community.
So
all
that
between
now
and
our
end
of
june
budget
workshop
will
start,
but
thanks
eric
for
joining
us
today,.
H
Thank
you
very
much
mayor
members
of
the
council,
and
I
guess
just
to
reiterate,
as
I
get
into
this
I
I
do
view
this.
As
you
know,
the
beginning
of
a
multi-month
dialogue
that
we're
going
to
be
having,
and
as
I
go
through
some
of
these
assumptions,
I
hope
that
they
really
do
start
to
set
the
stage
for
subsequent
discussions
and
conversations
on
budget
priorities
and
strategies.
H
The
hope
would
be
that
today,
as
we're
going
through
this,
that
we
kind
of
focus
on
the
revenues,
and
I
am
going
to
hit
a
few
expenditure
areas
and
then
allow
space
over
the
coming
weeks
and
months
for
us
to
get
into
budget
priorities.
New
investments
policy,
as
it
relates
to
certain
revenue,
streams
and
things
of
that
nature.
So
so
what
I'm?
What
I'm
calling
today
is
something
of
a
baseline,
so
we'll
set
something
for
us
to
compare
against
as
we
embark
down
this
path.
H
So
the
first
thing
I
want
to
you
know
do
a
little
level
setting
is
that
that
I
think
this
forecast
as
we
get
into
it,
is
going
to
look
different
than
the
forecast
that
was
discussed
at
length
during
the
summer
and
last
year's
budget
process,
and
that's
really
for
several
factors.
H
So
the
first
thing
is
to
think
think
back
to
when
we
established
the
five-year
forecast.
Last
year,
we
were
in
a
period
of
uncertainty
as
it
related
to
coped,
but
we're
certainly
not
out
of
the
woods
yet.
We
did
not
necessarily
know
how
long
cobid
would
be
with
us
how
deep
the
implications
would
be
and
how
the
economy
would
behave.
H
The
second
thing
is
when
we
developed
the
forecast
last
last
go-around,
we
still
had
the
national
election
in
front
of
us
and
with
you
know,
every
national
election
cycle
brings
some
level
of
economic
uncertainty
and
unstable
instability.
So
we
we
kind
of
had
that
built
into
our
projections.
Now
that
we're
on
the
other
side
of
the
election,
that's
one
less
variable
for
us
to
have
within
our
our
more
immediate
window.
H
Some
of
our
more
significant
revenue
categories
have
seen
improvement
sales,
tax
and
development
fees
I'll
get
into
those
we've
seen
lower
expenses
or
I'm
projecting
lower
expenses
in
certain
areas.
Insurance
and
software
maintenance
costs
again
I'll
get
into
those
in
the
presentation
savings
from
reduced
to
general
employee
salary
growth.
There
you
know
there
was
a
an
amount
built
in
as
a
reduction
into
the
fiscal
year.
H
21
budget
there
was
even
a
lower
amount
that
was
allocated
to
general
employees
as
part
of
this,
this
past
budget
cycle,
so
we
have
ensuing
savings
in
our
five-year
plan.
We
also
had
allocated
as
part
of
the
fiscal
year
21
budget
800
000
for
workload
initiatives,
so
new
head
count
and
things
like
things
of
that
nature
to
respond
to
a
growing
city
and
the
way
that
those
needs
have
been
met
is
by
repurposing
vacancies,
and
you
know
reshuffling
things
and
things
a
bit.
H
And
then
the
other
thing
that
we
have
in
this
forecast
that
will
be
different
is
the
full
employment
of
position
level
budgeting.
So
we
described
last
go
around
that
we
were
going
to
a
more
granular
approach
to
how
we
budget
for
our
positions.
H
We
were
able
to
do
that
as
part
of
the
fiscal
year
21
budget
for
all
of
our
general
employees
or
non-police,
and
fire
contract
employees
going
forward.
We'll
have
that
for
all
of
our
police
and
fire
contract
employees
again,
allowing
for
a
higher
level
of
granularity
and
sophistication
in
our
budget
budget
build
also.
H
As
a
disclaimer
and
point
out
that
the
numbers
that
we're
going
to
go
through
and
the
the
baseline
forecast
is,
in
my
mind
preliminary,
I
view
kind
of
the
budget
development
process
as
an
iterative
one.
So
as
we
get
more
and
more
data,
we
make
more
and
more
refinements,
we'll
hone
in
closer
and
closer
to
what
the
fiscal
year
22
budget
should
be,
but
we
have
accounted
for
in
this
forecast.
What
we
believe
you
know
the
the
very
significant
swings
or
excuse
me,
the
very
significant
variances
and
updated
costs.
H
So
you
know
we've
made
projections
for
all
of
our
revenues
based
on
what
we
think
the
economy
will
look
like.
We've
made
expensive
adjustments
for
all
of
our
expenditures,
personnel
and
non-personnel,
and
really
the
goal
of
this
exercise
and
what
we're
working
on
into
words
will
be
to
eliminate
dramatic
swings,
one
way
or
the
other
in
our
revenues
and
our
expenditures
and
again
to
provide
the
city
council
with
with
a
baseline
for
comparison.
H
We
do
know
that
there
is
legislative
pieces
that
are
being
considered
right
now
that
could
significantly
change
the
general
fund.
Glide
path,
most
prominently
around
property
taxes.
H
So
while
while
we
have,
you
know,
made
every
attempt
to
try-
and
you
know,
eliminate
or
reduce
major
swings
over
the
next,
you
know
few
months
that
will
be
one
that
will
have
to
be
monitoring
very
closely
and
as
I'll
get
into
could
quite
significantly
change
the
projections,
and
then
I
mentioned
previously
the
position
level
budgeting
for
our
contract
employees.
H
So
at
a
high
level
you
know
I
just
kind
of
want
to
go
through
what
the
economic
assumptions
that
I've
built
into
this
forecast
are
so
the
first
is,
you
know
covid.
So,
as
I
mentioned,
we
have,
you
know
some
more
experience
around.
You
know
what
the
implications
of
cobit
are.
We
also
are
now
in
an
environment
where
the
vaccine
is
starting
to
get
rolled
out.
H
H
So
the
underlying
assumption
here
is
that
by
the
end
of
this
calendar
year
from
an
economic
standpoint,
the
underlying
assumption
is
that
by
the
end
of
this
calendar
year,
we
will
largely
be
out
of
the
position
of
facility
closures,
limited
in-person
events,
extreme
social
distancing
and
you
know
significant
coveted,
related
expenditures.
H
We
have
built
in
an
assumption
that
there
you
know
there
could
be
a
recessionary
impact
from
the
environment
that
we're
in
in
fiscal
year
22,
and
then
we
would
see
accelerating
growth
in
subsequent
budget
subsequent
fiscal
years
interesting.
Today,
there
was
a
forecast
released
by
the
congressional
budget
office
that,
basically,
you
know
projected
accelerating
growth
in
future
years
as
well.
H
So
in
that
table,
you
can
see
you
know
we
built
in.
We
do
we
do
a
monte
carlo
scenario
as
one
of
the
ways
that
we
kind
of
come
up
with
our
projections.
You
can
see
on
the
right.
We
do
a
monte
carlo,
in
addition
to
trend
analysis,
regional
forecasts,
national
forecasts,
budget
by
java's
research
talking
to
different
folks,
but
in
that
monte,
carlo
scenario,
we've
built
in
the
highest
probability
of
a
recession
in
the
early
portion
of
this
five
year
forecast
with
a
declining
probability
in
the
subsequent
years.
H
So
I'll
now
go
through
our
revenues
and
I'll
focus
on
our
major
revenue
categories.
So
the
first
one
is
obviously
property
tax,
which
makes
up
approximately
two-thirds
of
general
fund
revenues.
H
A
theme
that
we've
talked
about
a
lot
in
recent
years
has
been
the
ongoing
shift
of
the
property
tax
burden
from
commercial
properties
to
residential
properties.
That
burden
shift
continues
and
we
expect
it
to
continue
into
the
future.
H
The
other
thing
that
we
have
is
in
fiscal
year
21.
There
were
a
few
few
measures
that
are
going
to
place
upward
pressure
and
strain
on
that
that
burden
shift
that
we've
been
talking
about.
So
the
first
one
is
the
governor's
public
safety
grant
initiative
program.
So
that
was
the
program
that
provided
city
funding
to
the
city
through
federal
coronavirus
relief
funds
to
be
passed
on
to
the
community.
H
In
exchange
for
lower
property
tax
growth
rate,
and
that
came
to
the
city
by
way
of
a
reimbursement
for
public
safety
related
expenses,
that
was
a
one-year
program.
So
when
a
community
members
received
their
property
tax
bill
back
in
november,
it
was
quite
a
bit
lower
than
it
otherwise
would
have
been
absent
that
program.
So
with
that
program
essentially
retiring
and
going
away,
we
would
expect
to
see
property
bills
on
a
year-over-year
basis
increase
just
by
virtue
of
the
fact
that
that
program
is
going
away.
H
You'll
recall
that,
as
part
of
the
fiscal
year
2021
process,
the
the
boise
city
council
approved
a
zero
percent
base
increase,
and
then
we
we
do
anticipate
when
the
county
assessor's
office
is
complete,
has
completed
their
work
on
the
assessments
that
we
will
see
continued
burden
shift.
You
know,
we've
seen
in
the
market
residential
properties
continue
to
appreciate
at
a
very
rapid
rate.
At
the
same
time,
you
know
commercial
properties,
we've
seen
vacancies
and
all
the
other
factors
that
were
leading
to
that.
H
That
burden
shift
that
I
spoke
about
at
the
beginning
of
this
slide.
So
as
we
go
through
this,
you
know
I've
built
in
certain
assumptions
and
these
assumptions
will
be
challenged
and
be
worked.
You
know
be
be
adjusted
throughout
the
course
of
this
budget
cycle,
but
as
a
starting
point,
we've
assumed
three
percent
annual
increases
for
the
sake
of
comparison
and
just
providing
something.
So
as
we
go
through
the
process,
I
will
be
providing
scenarios
that
will
show
various
impacts
of
lower
growth,
various
impacts
of
legislative
legislation
and
things
of
that
nature.
H
I
have
not
assumed
any
use
of
foregone
property
tax
revenue,
so
you'll
recall
that
as
part
of
last
year's
budget
process,
when
the
city
council
approved
a
zero
percent
base,
base
growth
level
for
property
tax
that
essentially
left
4.8
million
dollars
in
eligible
property
tax
receipts
that
were
not
taken,
the
city
council
declared
that
as
foregone
reserving
the
right
in
future
years
to
to
take
that,
I
have
not
assumed
any
of
that
as
part
of
this
process.
H
Nor
have
I
assumed
any
negative
impacts
from
statewide
legislation.
We
have.
You
know
at
least
you
know
a
couple
month.
Couple
months
of
you
know
the
legislative
session
to
go
and
as
we
get
more
information
as
anything
is
approved
passed,
we
will,
you
know,
model
various
various
impacts
and
then
the
last
thing
is
there
is
a
urban
renewal
district
that
is
scheduled
to
retire
in
the
last
year
of
this
five-year
forecast.
H
H
Just
some
a
quick
overview
of
some
of
the
significant
drivers
for
year
over
year,
changes
as
it
relates
to
city
collections
at
the
gross
level.
You
know,
obviously,
the
annual
base
growth
that
is
built
in
the
level
of
new
construction
and
annexation
that
is
added
to
the
tax
rolls
and
then,
as
previously
mentioned,
the
retirement
of
urban
renewal
districts.
H
H
Moving
on
to
sales
tax,
our
baseline
forecast
is
improved
as
compared
to
the
june
2020
forecast.
We've
seen
year-over-year
growth
throughout
this
pandemic
on
a
quarterly
basis
at
the
statewide
level
for
sales
tax.
So
so,
whereas
we
had
built
in
some
pretty
steep
declines
in
the
five-year
forecast
when
we
built
it
last
summer,
we've
now
seen
that
even
through
the
pandemic,
covet
on
its
on
its
own
hasn't
hasn't
resulted
in
significant
property
tax
or
any
sales
tax
reductions.
H
The
other
thing
I'll
mention
is
that
there
was
legislation
that
was
approved
at
the
statewide
level
in
the
last
legislative
session
that
effectively
capped
the
city
of
boise's
growth
in
sales
tax
at
one
percent
per
year,
and
that's
because
the
city
of
boise
was
higher
than
the
average
per
capita
distribution
of
other
cities,
and
there
was
a
statewide
attempt
to
level
out
the
distribution
of
sales
tax
proceeds.
H
We've
been
above
that
distribution
level.
Therefore,
we're
capped
at
that
one
percent
growth
amount
and
I've
assumed
one
percent
growth
throughout
the
five-year
forecast.
So
you
can
see
what
that
looks
like,
and
I
have
several
slides
that
have
this
similar
view.
H
H
The
orange
category
representing
our
fiscal
year,
21
projections
fiscal
year
22
right
right
to
the
right
of
that
is
the
second
orange
bar
and
then
the
outer
year
forecast
in
gray,
and
you
can
see
on
the
table
to
the
right
that
fiscal
years
22
through
26
I've
assumed
that
one
percent
growth
so
definitely
a
leveling
off
of
growth.
Within
this
category.
C
Legislation
last
year
based
the
distribution
on
the
nighttime
population,
in
other
words
the
number
of
residents
that
live
in
your
city
and
did
not
take
into
account
the
daytime
population,
so
not
just
boise,
but
many
cities
that
see
an
increase
in
daytime
population
were
impacted
in
this
way.
Just
no
further
explanation.
H
As
we
look
at
sales
tax,
excuse
me
liquor
tax.
You
can
see
the
the
growth
within
that
category
that
it
existed.
You
know
between
2010
2020,
interestingly,
in
fiscal
year
20
our
growth
was
a
little
bit
higher
than
it
had
been
in
prior
years
due
to
consumption
patterns.
H
As
more
and
more
people
were
purchasing
liquor
for
home
consumption,
we
actually
saw
statewide
growth
in
liquor
sales,
which
correlated
to
increased
collections
at
the
city-wide
level.
You
can
see
on
the
on
the
right-hand
side
of
this
chart,
6.3
percent
growth
in
fiscal
year
20
from
fiscal
year
2019..
H
I
have
effectively
shown
it
being
flat
for
the
next
couple
of
years,
that's
again
due
to
statewide
legislation
which
has
diverted
a
portion
of
liquor,
tax
sales
to
the
counties
to
support
magistrate
court
services,
there's
a
corresponding
expenditure
expenditure
reduction
for
the
city
of
boise
and
that
that
legislation
had
a
five-year
ramp
up
period.
So
at
the
end
of
that
ramp
up
period,
you
know
we've
assumed
normal
growth.
Continuing
within
this
category,.
H
H
We
are
expecting
to
see
you
know
or
we've
built
in
in
this
category,
some
reductions
in
fiscal
years,
22
and
23,
with
growth.
Picking
up
in
the
outer
years
of
that
forecast
I'll
note
that
within
this
category
we
have,
while
we
have
built
in
a
level
of
reduction
from
fiscal
year
20
activities,
this
does
represent
an
improvement
from
the
june
2020
forecast.
H
H
Franchise
fees
has
been
a
category
that
you
know,
while
there
has
been
variances
between
each
of
the
individual
fees,
gas,
garbage,
cable,
tv
and
water,
collectively,
they've
been
relatively
flat
for
the
better
part
of
you
know,
10
15
years.
We
expect
that
to
continue,
we
built
in
growth
of
approximately
1.2
in
the
outer
years
of
the
forecast
and
then
departmental
revenue,
which
is
revenue.
H
That
is,
you
know,
directly
attributable
to
services
provided
within
the
departments
we
have
built
in
an
improvement
in
fiscal
year,
22
a
slight
improvement
as
compared
to
fiscal
year,
21
that
fiscal
year
21
amount
represents
the
adopted
budget
that
you'll
recall
as
part
of
the
end-of-year
process.
H
In
our
end-of-year
report,
which
we
brought
for
council
consideration
and
approval
back
in
december,
we
actually
lowered
our
estimates
for
parking
and
parks
and
recreation
departmental
revenue.
H
H
Parts
and
recreation
are
the
things
you
typically
think
about.
When
you
think
about
parks
and
recreation,
revenues,
gulf,
idaho
ice
world,
the
zoo,
recreational
programs,
things
of
that
nature-
and
you
know-
we've
built
in
increases
in
each
year-
to
account
for
the
cost
of
providing
those
services
with
a
with
an
improvement
beginning
in
fiscal
year.
23
again
parking
back
to
my
previous
mentions
about
the
recessionary
environment
that
we've
allowed
for
within
this
forecast.
H
So
one
of
the
things
that
comes
up
often
and
when
we,
when
we
look
at
these
numbers,
is
you
know
it
is
true
that
governmental
agencies
often
feel
the
impacts
of
a
recession
later
than
the
economy
outlawed
or
then,
then
you
know
the
economy
at
large
and
we
would
see
improvement
last.
So
the
question
that
I
wanted
to
kind
of
walk
through
is
why
isn't
there
more
of
a
recovery
lag
built
into
this
forecast?
H
So
if
we're
thinking
that
you
know
we'll
be
maybe
in
a
recessionary
environment
or
coming
out
of
cobit
in
fiscal
year
22,
why
are
these
numbers
improved.
D
H
Compared
to
the
prior
forecast,
and
why
isn't
there
more
of
a
lag
so
I'll
kind
of
walk
through
each
of
the
individual
revenue
categories,
so
property
tax?
You
know
that
one
is
because
our
gross
receipts
at
the
city
level
are
not
dependent
upon
values.
So
as
pro
as
property
values
increase
or
decrease,
there's
a
levy
rate
that
adjusts
we've
also
seen.
You
know
timely
payments
we
had
built
in
some
allowance
for
delinquencies
that
has
not
come
to
fruition,
at
least
as
of
yet
as
it
relates
to
property
tax
sales.
H
Tax
we've
seen
improvement.
You
know
as
compared
to
prior
prior
forecasts.
I
mentioned
that
we
continue
to
see
statewide
growth
in
migration
into
the
treasure
valley
into
the
state
and
relatively
strong
employment
as
compared
to
national
metrics,
and
I
did
mention
the
the
20
20
20
legislation
capping
growth
at
one
percent,
liquor
tax.
I
won't
belabor
that
point.
H
I
talked
a
little
bit
about
the
personal
consumption
and
how
we
might
see
some
small
marginal
decline
once
restaurants
begin
operating
near
at
or
near
capacity
levels
and
consumption
patterns,
change,
franchise
fees,
largely
unimpacted
by
the
economic
environment.
H
Development
fees
are
a
category
that
are,
you
know,
sensitive
to
the
economic
climate
we
have
built
in
some
drops,
but
because
last
year's
forecast,
we
assumed
probably
deeper
declines
than
we
anticipate
realizing.
This
forecast
represents
an
improvement,
departmental
revenue,
half
of
our
approximately
28
million
dollars
that
we
collect
in
departmental
revenue
comes
from
reimbursements
from
for
public
safety
and
legal
expenses.
H
H
I'll
do
a
quick
expenditure
overview.
You
know,
as
we
look
at
expenditures
in
total
personnel
makes
up
about
70
percent
of
overall.
You
know
planned
expenses,
mno
about
or
non-personnel
about,
18
17
miscellaneous,
which
is
equipment
transfers
at
about
11.
H
When
we
look
at
that
71
percent
for
personnel,
approximately
60
percent
of
that
is
for
salaries
with
the
other
40
percent
for
health
retirement
and
other
benefits
and
then
city
wide.
As
we
look
at
planned
expenses.
Public
safety
at
about
55
of
total
planned
expenses
with
all
other
departments
representing
about
45.
H
For
our
maintenance
and
operations,
category
we've
included
an
assumption
that
there
will
be
continued
right
sizing.
So
you'll
recall
that,
as
part
of
the
fiscal
year
20
budget
process,
there
was
a
1.4
million
dollar
savings
that
was
realized
by
aligning
budgeted
levels
with
historical
spending
patterns.
H
You
know
continuing
to
do
that
review
and
continuing
to
look
back,
and
we
think
that
there's
an
opportunity
for
another
eight
hundred
thousand
dollars
in
right
sizing
our
non-personnel
budgets
and
that
will
work
out
nicely.
It
will
allow
for
growth
and
some
of
our
higher
growing
expenditure
categories,
insurance
and
software
maintenance
without
dramatically
increasing
our
overall
m
o
spend.
H
So
as
we
look
at
insurance,
you
can
see
that
the
pattern
in
blue
you
can
see
on
the
right
hand,
side
of
that
bar
chart.
The
orange
represents
our
prior
forecast
with
the
blue
immediately
to
the
left
of
the
orange
representing
our
current
forecast,
and
you
can
see
that
our
current
forecast
for
insurance
costs
is
lower
than
the
prior
forecast
and
that's
really
the
result
of
investments
that
the
city
council
has
has
approved
the
last
couple
of
years
as
part
of
the
end
of
year
process.
H
H
We
have
assumed
a
slightly
lower
level
of
growth
within
this
category
and
this
forecast
period
as
compared
to
the
prior
one.
You
know
that's
attributable
to
too
many
things
I'll
point
out
the
work
that
it
and
various
finance
department
staff
have
done
together
to
you
know:
try
to
catalog
expenses,
try
to
avoid
duplicative
services
and
it
has
a
dedicated
resource
working
to
help
slow
this
rate
of
growth
and
ensure
that
we
get
the
most
bang
for
our
buck
as
it
comes
to
our
software
maintenance
costs.
G
H
Do
a
quick
summary
talk
about
next
steps
and
open
it
up
for
questions,
so
in
total,
our
our
baseline
forecast,
which
I
will
be
presenting
bottom
line
numbers
and
you
know,
projected
net
positions
throughout
the
course
of
this
budget
process-
does
assume
some
level
of
funding
for
workload
needs
and
market
rate
adjustments.
H
It
includes
funding
for
the
northwest
fire
station
which
we're
you
know
projecting
within
this
five-year
window,
the
operating
costs
associated
with
that
this
baseline
forecast
assumes
funding
for
additional
police
officers,
which
has
been
a
long-standing
priority
of
the
council
and
has
been
included
in
some
in
prior
forecasts
as
it
comes
to
growth
rates
for
contract
and
general
employees.
We've
assumed
the
historical
growth
rates
for
general
employees,
which
is
you
know,
generally,
that
three
percent
through
a
merit-based
system
and
then
for
contract
employees.
H
We've
assumed
the
contractually
negotiated
terms
through
the
through
the
duration
of
their
contracts
and
then
a
return
to
more
historical
growth
levels
in
the
subsequent
years.
We
have
not
built
in
any
allowance
at
this
time
for
a
potential
increase
to
the
federal
minimum
wage
for
our
maintenance
and
operation
assumptions.
H
H
As
as
the
budget
grows,
we
anticipate
you
know
putting
aside
an
amount
to
maintain
that
eight
percent
of
budgeted
expense
level
that
the
city
council
has
set
a
goal
for,
and
then
we've
set
our
contingencies
at
the
historical
budgeted
levels
so
again
I'll
be
returning
throughout
this
budget
process
with
various
iterations
and
policy
discussions
about
many
elements
related
to
this
forecast
before
I
go
on
to
next
steps,
I'll
just
kind
of
give
a
high
level
as
to
where
things
stand
right
now,
you
know,
under
this
baseline
assumption,
we
we
have
assumed
that
we
will
be
in
a
positive
position
in
all
five
years
of
the
general
fund
forecast.
H
H
In
general,
you
know
the
process
overview.
I've
shown
you
know
on
this
slide
from
winter
through
summer.
You
know
we're
developing
the
baseline
forecast
in
the
period
between
now
and
june,
as
the
mayor
was
alluding
to
when
we
do
our
budget
workshops
and
hearings
and
budget
adoption,
we're
going
to
be
doing
a
lot
of
forecast,
refinement,
having
policy
discussion
on
our
capital
improvement.
G
I
Yes,
one
very
quick
question
eric
thanks
a
lot
for
this.
Does
this
current
forecast
keep
us
on
track
to
meet
our
aggressive,
and
I
support
the
aggressive
parks
schedule
for
greenups
and
new
maintenance
and
such
for
parks.
H
Thank
you
for
that
question.
As
we
go
through
this,
I
will
be
presenting
various
scenarios
as
it
relates
to
our
capital
improvement
plan,
but
I
have
not
built
into
your
question
specifically.
They
haven't
built
any
any
changes
to
the
planned
general
fund
transfer
to
our
capital
program.
So
all
of
our
planned,
greenups
and-
and
you
know,
new
parks
that
were
in
the
plan
would
be
unimpacted
by
this
to
the
degree
that
the
property
tax
situation
changes.
H
There
is
an
alignment
or
you
know
some
relationship
between
the
general
fund
and
the
capital
fund
and
that
that
could
become
an
impact.
But
as
of
right
now,
no.
C
I
C
Eric
two
quick
things:
when
you
come
back
to
us,
it
would
be
good
to
know
how
many
employees
we
do
have
that
are
below
that
15.
An
hour
proposed
baseline
for
minimum
wage
would
also
I'm
assuming
that
the
forecast
as
it
stands
includes
the
full
five
percent
for
vrt.
C
D
H
Currently
scheduled,
but
I
think
it
would
probably
be
you
know
later
in
the
month
of
february
or
early
march,.