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From YouTube: Boise City Council Budget Workshop
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B
You
well
good,
it's
great
to
see
everybody
and
actually
to
see
your
faces.
I
think
this
is
the
first
time
I've
seen
council
members
faces
in
a
year,
so
welcome
back
everybody.
B
C
Awesome,
madam
mayor
members
of
the
council
good
morning
and
welcome
to
the
budget
workshop.
We
have
each
of
the
departments
here
for
you
today
to
go
through
the
budget
request,
but
before
we
get
started
just
a
couple
things
to
keep
in
mind,
I
think
first
is
the
only
adage
I
could
come
up
with.
Is
it
takes
a
village
to
make
a
city
budget
so
a
deep
appreciation
for
all
the
staff?
C
That's
involved
with
pulling
this
information
together,
particularly
eric
domoria,
linda
and
christine
for
their
work
on
this
christine
is
here
to
keep
track
of
your
questions
and
need
for
additional
information,
so
we
won't
lose
those
during
the
day.
We
are
pressed
for
time
to
be
able
to
truly
highlight
each
department.
C
If
a
question
takes
a
more
in-depth
answer,
we'll
note
it
down
and
get
back
to
you.
Let
me
check
and
see
if
that
was
everything
yep.
So
with
that.
C
We've
changed
the
order
of
the
departments
to
reflect
some
needed
resources
in
internal
and
shared
services,
so
that
would
be
human
resources,
information
technology,
legal
and
dfa,
and
then
we
go
to
the
general
fund
operations.
I
think
I
put
those
in
alphabetical
order
and
then
we
end
with
the
enterprise
funds.
As
a
reminder,
those
are
the
two
funds
that
we
have
that
are
fully
self-sufficient,
that
don't
rely
on
general
fund
operations,
so
the
other
thing
we'd
like
to
do
is:
if
you
have
questions
for
the
departments,
you
don't
need
to
save
them
till
the
end.
B
B
You
know
this
last
year
and
really
it's
been
a
year
and
a
half
each
of
us
as
staff
council,
as
the
community
really
has
endured
an
incredibly
historic
and
unusual
experience,
and
it's
demanded
a
lot
of
us
flexibility,
creativity,
focus,
commitment,
courage
and
stamina,
like
stamina,
for
so
many
of
you
above
all,
and
so
as
we
move
into
the
presentation
today
and
the
discussions
we're
having
which
I
really
look
forward
to
you
know
this
is
a
people-centered
budget.
B
It
reflects,
as
we
all
reflect
the
community
and
the
needs
of
the
community,
and
I
want
to
thank
staff
staff
took
in
stride,
really
difficult
circumstances
daily
unknowns.
You
met
unexpected
demand.
You
juggled
crisis
needs,
look
to
the
future
at
the
same
time,
with
the
commitment
to
our
vision
of
a
city
for
everyone.
B
This
budget
reflects
it
most,
but,
most
importantly,
the
service
that
each
of
you
provides
daily.
I
mean
the
impact
that
we
have
as
a
city
government,
for
the
people
of
boise
reflects
that
and
the
council.
I
want
to
thank
each
of
you
for
the
partnership
that
you've
provided
for
that.
I'm
really
really
grateful.
B
You
know
a
year
and
a
half
ago
we
had
new
members,
a
new
mayor,
we're
trying
to
figure
out
how
to
work
together
and
suddenly
we
needed
to
juggle
that
with
new
technology
and
a
year
apart
and
but
through
it
all
through
zoom
for
those
of
us
that
could
be
here
and
you
led
through
it,
you
partnered
with
staff
and
with
me
to
address
the
crisis
in
this
community.
We
showed
in
the
state
the
boise
would
lead,
but
at
the
same
time
that
we
addressed
crisis
needs.
B
It
embraces
our
mission
and
it's
focused
on
the
people
of
boise
and
the
services
they
need.
I
mean,
ultimately
that
is
our
job.
The
goal
of
this
document
that
reflects
the
values
that
we
have,
but
the
services
and
support
and
importance
of
the
people
of
the
city.
So
we'll
start
today
with
growth
and
some
expectations,
we'll
move
through
departments,
I'm
really
proud
of
the
work
that
got
us
here
that
all
of
you
made
possible
and
those
of
you
that
might
be
watching.
C
So
if
I
had
to
theme
our
current
budget
year,
it
would
be
covid,
and
so
I
think
the
covid
impacts
showed
true
leadership,
agility
and
innovation.
In
a
time
of
constant
change
for
both
internal
staffing
operations
and
the
services
we
provided
to
the
public,
we
maintained
a
focus
on
employee
and
community
safety.
We
delivered
all
essential
services
and
reallocated
resources
to
support
vulnerable
population.
In
addition
to
convene
with
partners
and
deepened
relationships
throughout
the
community,
we
innovated
to
offer
services.
C
C
C
All
evidence
I'll
present
today
points
to
rapid
growth,
so
the
gdp
project
projection
for
2021
increased
from
3.1
percent
to
6.2.
The
local
economy
is
on
its
way
to
recovery.
C
There
are
some
exceptions,
think
hospitality,
large
event,
venues
and
hotels
seem
to
be
lagging
and
the
unemployment
rate
was
down
to
3.6
in
march
and
3.1
in
april
jobs
are
available
and
there's
a
tightening
in
the
labor
market.
Construction
is
healthy
and
sales
tax
is
high.
Immigration
within
the
city
continues.
C
C
Our
service
demands
have
increased.
I'm
sure
you've
heard
me
say
this,
but
I
pulled
some
stats
just
to
emphasize
the
point
april
2021
marked
a
five-year
high
in
both
applications
and
project
valuations.
This
was
the
basis
of
the
interim
budget
change.
You
recently
did
to
give
the
planning
and
development
service
department
much
needed
resources.
C
We
had
three
times
the
traffic
in
the
foothills.
An
aspect
of
that
that's
not
widely
known,
is
the
involvement
of
the
fire
department,
with
the
increase
of
use
of
the
foothills
that
was
up.
121
percent
911
calls
continue
to
increase,
moving
bpd
resources
to
emergency
calls
and
away
from
community
policing
assignments,
and
we've
got
20
percent
growth
in
flights
projected
in
the
next
six
months.
C
I'm
overall
growth,
idaho,
is
the
second
fastest
growing
state.
Don't
ask
me
who's
the
first,
because
I
meant
to
look
that
up
and
I
didn't
the
msa
has
seen
double-digit.
Population
increases
for
the
past
two
years
and
as
a
state
and
the
valley's
economic
driver
and
cultural
center,
more
people
are
living
working
and
playing
the
city
staffing
growth
trends.
C
I
wanted
to
put
this
in
perspective
before
we
get
into
the
request
for
positions
in
this
budget
between
the
fiscal
year
2017
and
2020,
the
city
added
an
average
of
28
positions
per
year
last
year
is
an
anomaly
for
the
reasons
I
mentioned
earlier
and
nine
positions
were
added
the
rate
of
population
growth,
the
position
growth
has
not
kept
up
with
population
growth,
so
the
msa
population
is
up
14
and
city.
Staffing
is
up
by
nine.
C
C
We
are
proposing
growth
in
the
internal
services,
but
we
will
need
to
continue
to
ensure
that
the
internal
services
are
keeping
track
with
the
external
services,
so,
let's
take,
for
example,
parks
and
rec.
It's
not
just
building
the
parks
offering
the
programs,
it
has
implications
on
it,
hr,
legal
and
dfa
to
be
able
to
provide
the
support
that
department
needs,
I'm
not
just
picking
on
parks.
I
could
do
that
for
all
sorts
of
departments,
so
this
year
we're
hoping
to
catch
up
in
staffing
after
the
minimal
growth.
C
Last
year
again
we
have
we're
an
average
of
28
positions
over
the
past
couple
years
and
nine
were
added
in
the
current
fiscal
year.
C
So
our
budget
request
is
for
39
ftes
in
the
general
fund
to
both
address
the
growing
needs
of
the
community
and
to
catch
up.
You'll
see
a
list
here
of
these
positions.
We
will
be
providing
you
with
further
detail
about
what
these
positions
are
and
what
they
will
do,
but
I'll
pause
here.
So
you,
if
you
have
any
questions.
D
About
a
mayor,
yes,
thank
you
so
much
courtney.
So
going
back
to
one
of
your
other
slides,
there
was
like
a
17
percent
growth
in
population.
We've
had
nine
percent
growth
in
city
staff
over
the
same
period.
What
percentage
does
of
growth?
Does
this
encapsulate?
And
I'm
getting
to
my
next
question.
E
F
A
D
Is
that
we
now
have
a
structure
under
which
our
growth,
our
budget
growth,
is
severely
limited,
and
I
was
just
wondering
what
kind
of
the
the
nexus
of
this
growth
versus
the
limited
budget
growth
that
we're
under
from
you
know
our
legislative
colleagues
down
the
street?
How
those
kind
of
interface
is
this?
D
Is
this
growth
kept
very
low
because
of
those
budget
constraints,
or
do
you
kind
of
see
what
I'm
getting
at.
F
Yes,
I
I
think
I
do
I
mean,
as
these
recommendations
were
developed,
it
was
certainly
a
primary
goal
to
ensure
that
the
long-term
forecast
could
remain
balanced.
The
long-term
forecast
is
reflective
of
the
the
recent
reductions
to
property
tax,
so
we
do
feel
that
the
position
adds
are
reflective
of
the
reduced
rate
of
growth
and
can
be
supported
going
into
the
future.
D
G
G
Madam
mayor
courtney,
what
thank
you
what
what's
the
fourth
bullet
is:
are
these
the
two
and
a
half
positions
that
we
talked
about
a
couple
weeks
ago
in
dfa,
or
is
it
something
else
just
below
legal.
C
H
I'll
be
really
quick.
Let
me
really
quickly
just
a
note:
the
0.5
fte
in
the
office
of
police
accountability
right
now,
our
contracts
and
we've
maintained
those
for
some
years
are
more
than
the
cost
of
that
0.5.
Is
that
correct?
We
believe.
C
F
Thank
you
very
much
courtney.
Madam
mayor
members
of
the
council.
I'm
gonna
go
through
some
a
handful
of
slides
to
just
hit
on
our
overall
strategy
and
approach
and
throughout
the
course
of
the
morning
and
afternoon,
you'll
hear
additional
details.
F
F
F
The
the
revenue
estimates
that
we
have
built
into
both
fiscal
year
22
and
within
our
five-year
forecast,
do
represent
growth.
The
fiscal
year
21
budget,
when
it
was
prepared,
was
actually
a
1.1
percent
drop
from
the
prior
year.
The
fiscal
year
22
budget
does
represent
a
return
to
growth
in
many
of
our
revenue
categories.
F
F
We
think
that
we
have
corrected
that
for
fiscal
year,
22
and
again,
with
the
goal
of
investing
those
resources
back
into
the
community.
We
do
aim
to
ensure
that
we
don't
have.
You
know
a
significant
amount
of
funding
left
over
at
the
end
of
the
year
when
we
close
out
the
books,
and
that
was
an
objective
of
this
budget.
F
This
budget
does
also
include
investments
in
various
strategic
initiatives.
Those
areas
that
courtney
mentioned
just
just
a
moment
ago,
particularly
housing
and
climate
innovation
and
public
safety.
F
Some
other
themes
and
concepts
included
within
the
budget.
The
budget
does
retain
our
cash
flow
reserve
at
eight
percent.
Our
cash
flow
reserve
is
intended
to
cushion
the
city
from
unanticipated
revenue
drops.
F
It
also
is
available
for
unanticipated
or
emergency
needs,
and
the
city
council
had
long
long
ago
set
a
target
of
maintaining
eight
percent
within
that
cash
flow
reserve,
which
we
are
at
the
budget,
does
include
contingency
funding
in
other
areas
to
also
address
unanticipated
needs,
which
would
hopefully
allow
us
to
retain
that
8
percent
level
should
unexpected
changes
arise.
F
The
budget
for
fiscal
year
22
really
looked
at
a
two-year
view,
so
we
looked
at
what's
happening
in
the
current
year
and
we
looked
at
what's
projected
to
happen
next
year
and,
as
I
mentioned
a
moment
ago,
the
fiscal
year,
21
revenue
estimates
that
we
developed
approximately
a
year
ago
did
have
some
upside
in
them.
F
So
we
have
captured
that
upside
as
part
of
this,
this
budget
development
cycle
and
have
recommendations
as
to
how
to
allocate
that
that
funding
another
element
of
the
the
current
fiscal
year
budget
that
this
this
year
differs
from
is
in
the
current
year
there
were
no
base
compensation
increases
for
our
general
employees.
F
The
fiscal
year
22
proposed
budget
does
include
the
resumption
of
base
increases
for
the
general
employees
and
one
of
the
things
that
we've
experienced
over
the
last
year.
You
know
absent
those
base,
increases
have
been
you
know,
folks,
leaving
the
city
looking
for
other
opportunities
and
whatnot
and
we've
had
a
retention
issue,
so
we're
hoping
that
this
will
aid
in
that
another
element
that
we
have
in
the
fiscal
year.
22
budget
is
two
and
a
half
million
dollars
for
portfolio
projects
or
one-time
department
type
projects.
F
We
may
not
have
details
on
how
that
2.5
million
would
be
allocated
at
the
time.
We
present
the
budget
in
all
of
its
details
in
june,
but
we
would
commit
to
coming
back
to
city
council
with
an
overview
and
for
approval
of
those,
as
those
projects
are
identified.
F
H
Adam
here
go
ahead
thanks.
First
of
all,
I'd
like
to
join
madam
mayor
and
thanking
everyone
for
the
incredible
work
you've
done
this
year
and
chief
among
those
was
eric,
and
I
want
to
call
him
out
specifically
because
he
helped
not
just
the
city
of
boise,
but
every
city
in
this
state
figure
out
their
way
through
these
really
tough
times,
and
so
thank
you
eric.
Thank
you
very
much.
H
My
question.
I
support
freeing
up
the
the
ongoing
base
by
reducing
our
debt,
but
my
question
for
you
is
going
forward
if
we
were
to
determine
that
the
most
prudent
way
say
to
go
forward
on
more
public
facilities,
fire
stations,
police
stations,
our
parks
are
the
things
that
come
to
mind
the
most
and
determine
that
we
need
to
run
a
bond
or
that
we'd
like
to
run
a
bond.
Ask
the
public
if
it
makes
sense
to
pay
for
these
up
front
and
then
pay
them
off
with
debt.
H
If
we
do
this,
we're
essentially
going
to
allocate
what
would
otherwise
maybe
be
available
to
that
debt
service
to
ongoing
needs,
and
I
just
want
to
make
sure
that
we
we
remain
nimble
enough.
That
we
could
pursue
that
opportunity
if,
if
it
did
come
up
to
us,
does
that
make
sense.
F
It
does
thank
you
and
I
I
do
believe
that
the
the
forecast
would
allow
us
the
opportunity
to
be
nimble
and
address
something
like
that.
F
Thanks
the
fiscal
year
22
proposed
budget
will
effectively
allow
for
almost
the
entire
amount
of
the
american
rescue
plan
funding
to
be
utilized
for
purposes
outlined
within
the
guidelines
of
the
american
rescue
plan.
F
There
are
several
allowable
uses
that
we've
had
in
the
interim
guidance
that
we've
received
from
the
federal
government.
One
of
those
is
revenue,
replacement
and
expenditure
reimbursement
for
non-covered
items
through
previous
stimulus
packages
or
previous
aid
packages,
there's
only
a
small
portion
of
that
that
we
are
currently
targeting,
although
we're
still
evaluating
and
and
determining
if
there
are
other
opportunities
to
to
reimburse
the
city
for
lost
revenue.
F
F
The
fiscal
year
22
proposed
budget
does
include
the
utilization
of
funds
that
were
previously
being
held
for
the
main
library
for
more
immediate
use
out
in
a
community
there's
two
primary
areas
where
those
funds
have
been
recommended
to
be
allocated.
The
first
is
housing.
F
So
as
we
look
at
housing
and
you'll
hear
more
about
this
throughout
the
day
and
throughout
the
budget
process,
we
have
allocated
approximately
17
million
dollars
of
that
25
million
towards
housing,
and
that's
really
in
a
couple
of
couple
of
different
areas.
One
would
be
through
the
acceleration
of
some
of
the
support
facilities
that
we
have
replacing
replacing
where
those
support
facilities
are
housed.
F
So
we
have
our
parks,
maintenance
yard
and
we
have
our
fire
logistics
center,
both
of
which
may
be
prime
candidates
for
for
housing
opportunities
by
accelerating
the
replacement
of
of
those
within
this
within
this
budget,
and
within
this
five-year
view,
we
could
make
use
of
those
of
those
parcels
for
housing.
F
F
The
other,
the
other
thing
that
we've
done
within
that
25
million
dollars,
is
reallocated
towards
major
repairs
and
maintenance,
and
this
is
a
theme.
You've
probably
heard
me
talk
about
over
the
years.
F
F
You'll
also
hear
today
later
on
about
some
of
the
equipment
replacements
that
we
have
recommended
as
part
of
the
fiscal
year
22
budget,
and
that
really
runs
the
gamut
in
within
public
safety
from
scbas
or
air
packs
to
radios
to
mobile
terminals.
There's
a
whole
slate
of
different
public
safety
needs
that
are
addressed.
H
Adam
here,
yep,
just
real
quickly,
just
want
to
note
on
the
grower
housing.
First
of
all,
thank
thanks
to
the
administration
and
my
fellow
council
members
for
supporting
the
idea
of
doing
something
meaningful
about
permanent
supportive
housing
quickly.
H
D
Mayor
kind
of
along
that
same
thought,
I
am
still
mourning
the
loss
of
a
library
that
we
never
had
a
little
bit,
but
I
do
recognize
that
we
had
a
significant
capital
fund
built
up
for
that
project,
and
you
know
now,
as
we're
reevaluating
our
needs.
It
makes
a
lot
of
sense
to
shift
that
over
as
we
re-plan
for
the
future
of
our
library
system,
but
I
am
still
a
little
sad.
F
F
Looking
back
last
year,
there
was
a
zero
percent
increase.
The
three
percent
for
base
growth
is
really
required
to
preserve
service
levels
and
keep
up
with
growth.
F
I
presented
this
slide,
I
think,
last
week,
when
the
county
assessor
was
here,
it's
probably
one
that
will
continue
to
show
and
I'll
just
walk
through
it.
Briefly.
We
do
an
analysis
every
year
to
try
and
determine
the
impact
on
the
average
priced
home
of
any
city
decision
to
increase
property
taxes
and
I'll
just
kind
of
go
top
to
bottom
on
this
one.
F
In
this
the
most
recent
assessment
period,
the
average
priced
home,
according
to
the
county,
increased
from
351
to
455
000,
approximately
a
30
increase,
the
homeowner's
exemption
was
was
increased
from
100
000
to
125
000,
but
you
can
see
on
the
next
line,
the
taxable
value
for
that
home
actually
increased
by
31.5
and
that's
due
to
the
rate
of
the
assessed
value
increasing
and
the
the
rate
of
the
homeowners
exemption
increase.
Not
keeping
up
with
that.
F
You
can
see
the
projected
levy
rate
expected
to
go
up
approximately
four
percent,
and
you
can
see
on
line
six
the
amount
of
city
taxes
increasing
by
approximately
37
on
that
home
on
the
next
section
below
you
can
see
what
the
impact
would
have
been
on
that
particular
home.
If
the
city
were
to
have
built
in
a
zero
percent
increase-
and
you
can
see
lines,
9,
10
and
11
are
unchanged-
you
can
see
on
line
12.
F
The
city
levy
rate
would
have
gone
down
slightly
from
line
five
up
above
and
you
can
see
the
city
taxes
on
line
14
would
be
371.37
higher
than
the
prior
year.
F
So
on
line
15,
you
can
see
that
the
savings
from
the
city
taking
a
zero
percent
increase
would
be
approxim
just
under
45
dollars
that
371.37
cents
that's
outlined
on
line
14
is
attributable
to
three
primary
factors,
the
first
being
the
one-time
relief
that
was
included
in
the
the
current
fiscal
year
for
property.
F
Taxpayers
will
be
rolling
off
and
again
that
one
time
relief
was
made
available
because
the
city
took
a
zero
percent
increase
as
part
of
the
current
fiscal
year
budget
and
was
able
to
participate
in
the
cities
or
excuse
me
in
the
the
states,
in
the
governor's
property
tax
relief
program.
That
was
a
one-time
program
so
that
that
relief
will
be
rolling
off
for
fiscal
year
22.,
the
other,
the
other
factors
that
are
driving
that
are
first,
the
diminishing
value
of
the
homeowner's
exemption.
F
F
So
when
you
couple
the
rate
of
increase
with
the
residential
properties,
with
the
diminishing
value
of
that
homeowners
exemption,
we
are
seeing
increases
in
residential
property
taxes
again,
why
the
city
has
advocated
for
for
significant
increases
to
the
homeowners
exemption
and
a
slate
of
other
potential
fixes
for
for
that
issue.
G
Yes
matter
mayor
first,
thank
you
eric!
That's
the
you're
so
clear
at
explaining
this
and
it's
wonderful,
the
two
big
takeaways
that
I
wish
that
people
really
would
understand.
You
can
infer
from
your
slide
here
first
that
the
city
of
boise
could
shrink
its
budget
by
three
percent
and
homeowners
property
taxes
would
go
up
and
that's
because,
what's
driving
your
property
taxes
is
really
is
not
the
three
percent
budgetary
increase.
I
think
a
lot
of
people
focus
on
that.
G
It's
the
things
over
here
in
your
column,
on
the
side,
it's
the
shift
to
residential
property
taxes.
Residents
are
now
carrying
close
to
70
percent
of
the
tax
burden
in
our
city
and
that
won't
change
until
the
legislature
re-indexes
the
formula
and
until
the
legislature
actually
addresses
the
homeowner's
exemption.
So
this
slide
is
such
a
clear
explanation
for
it.
I
saw
it
last
year.
I
see
it
this
year.
G
I
love
it
and
thank
you
for
doing
such
a
good
job
of
really
showing
citizens
that
the
three
percent
we
always
talk
about
is
on
average
this
year,
44.79
of
a
300
increase
to
the
property
tax
bill.
So
thank
you.
F
Thank
you
very
much
and
maybe
to
to
elaborate
on
that
point.
Last
year's
budget,
the
general
fund,
actually
declined
by
1.1
percent.
There
was
zero
percent
base,
growth
in
property
taxes
and
absent
the
one-time
relief
made
made
possible
through
the
state
and
the
city's
zero
percent
increase.
F
I
You
thank
you
eric.
I
should
have
asked
this
when
you
were
actually
on
the
slide,
but
there's
a
strategies
and
an
investments
page,
and
one
of
the
bullet
points
on
there
is
a
return
to
base
compensation
increases
for
general
employees
and
I'm
just
curious
if
that
includes
adjustments
for
the
increase
in
cost
of
living
and
made
like
local
salary
comparisons
to
what
some
of
our
other
places
are
are
offering
on
that
bullet
point.
F
Yeah,
thank
you
for
that
question.
I
should
have
elaborated
a
little
bit
more,
so
there's
really
two
elements
to
that.
So
the
first
is
returning
to
a
three
percent
merit-based
increase
which
is
available
for
for
employees
and
again
that
that
three
percent
is
merit-based.
F
F
You
know
with
no
base
increases,
we
have
seen
you
know,
retention
issues
and
we
have
seen
you
know
folks
moving
to
other
agencies
and
whatnot.
So
there
is
a
market
rate
adjustment
built
into
there.
Hr
will
go
through
a
process
to
evaluate
where
those
market
rates
are
market
rate.
Adjustments
are
warranted.
J
Thank
you,
madam
mayor.
Thank
you
eric,
so
my
question
is,
or
actually
I
just
want
to
want
your
help
pointing
this
out
so
so
those
savings
are
negligible
by
not
taking
our
three
percent.
It's
a
reduction
in
services,
correct!
That's
what
that
translates
to
that
we're
not
able
to
serve
our
community
at
the
level
that
we
need
to
with
the
growth.
F
For
example,
you
know
some
of
the
public
safety
investments
that
we
have
would
not
be
possible.
We
would
not
be
able
to
to
grow
staff
at
all.
We
might
actually
be
looking
at
reductions.
F
The
cumulative
impact
of
the
three
percent
from
the
city's
finances
you
know
is
approximate
over.
A
five-year
period
is
approximately
25
million
dollars
and
again
you
saw
on
the
average
homeowner.
You
know
it's
a
it's
a
porsche.
It's
a
very
small
portion
of
the
overall
increase
that
they're
seeing,
but
I
guess
to
get
to
your
question
you
you
could
be
looking
at
reductions
in
public
safety.
You
could
be
looking
at
reductions
in
parks,
maintenance
or
park
services.
F
K
Thank
you,
madam
mayor
one,
quick
question
on
the
vrt
funding.
I
assume
that
keeps
funding
levels
in
line
with
what
was
championed
by
councilmember
clegg
years
ago,
a
few
years
ago.
I
just
want
to
make
sure
it
stays
in
line
with
that
it
does.
Thank
you.
Thank
you.
B
Thank
you
eric,
and
I
want
to
echo
and
the
council
presidents
thanks
not
only
for
the
work
that
you
did
on
this
budget
internally,
but
the
work
that
you
did
with
cities
around
the
state.
As
we
were
looking
at
the
impact
of
property
tax
legislation,
it
was.
It
really
means
a
lot
to
the
association,
but
also
to
those
cities
around
idaho.
F
B
Okay,
now
we're
gonna
do
the
roundup
of
departments,
and
I
imagine
staff
will
just
come
up.
We've
all
got
the
ordering
on
this
blue
sheet.
Welcome,
linda
and
after
linda,
we'll
hear
from
sarah
borden
in
hr.
L
Great
great
thank
you
good
morning,
council
and
mayor
and
I'm
linda,
lower
in
the
city
cfo
and
the
director
of
finance
and
administration
kind
of
like
to
highlight
what
we've
been
up
to
in
dfa
the
last
several
years.
Some
recent
changes
in
the
department
and
kind
of
the
background
for
our
fy
22
budget
requests
so
the
past
few
years,
in
the
past
several
years
in
dfa,
it's
been
about
building
a
strong
foundation.
L
It's
been
about
being
able
to
provide
accurate,
timely
and
sound
financial
controls
and
reporting,
and
I'm
happy
to
report
that
we've
been
pretty
successful
at
that
we've.
Over
the
last
several
years,
we've
updated
all
of
our
policies
and
regulations
in
dfa
that
align
with
best
practices
and
as
of
this
last
fiscal
year,
we've
gone
now,
seven
years
with
no
audit
findings
in
our
financial
reports.
L
Addition
to
that,
in
addition
to
that,
we've
been
really
focused
on
strong
financial
management
we've
through
the
boom
time.
Since
the
last
recession,
we've
been
able
to
build
our
cash
reserves
back
up
to
our
eight
percent
and
we've
implemented
some
other
tools
in
terms
of
like
a
five-year
financial
forecast.
So
we
can
be
more
proactive
and
look
more
out
in
the
future
and
tools
such
as
priorities
priority-based
budgeting.
L
More
recently,
the
focus
has
been
on
improving
our
system
infrastructure
in
dfa
by
replacing
old
technology
and
implementing
new
technology
that
can
provide
better
transparency,
automation,
efficiencies
and
which
is
essential
for
the
city
to
grow.
So
you'll
see
a
list
of
those
below.
We
recently
replaced
our
budget
management
system,
which
is
really
going
to
improve
our
processes
in
the
budget
office,
transparency
and
workflow,
and
especially,
we
launched
open
book,
which
is
a
public
transparency
platform
on
our
financials.
It's
available
on
the
city's
website.
L
The
system
we're
hoping
will
make
it
much
easier
for
vendors
to
do
business
with
the
city
and
they'll
be
able
to
go
on
the
system
and
see
at
any
given
point
in
time
where
their
particular
contract
is
in
the
procurement
process
as
well
be
able
to
track
where
their
invoices
are
in
the
process
and
know
when
to
get
paid.
It'll
also
create
a
lot
of
efficiencies
for
staff,
it'll
automate
our
purchase
purchasing
process
as
well,
and
we've
also
citywide
implemented.
A
new
permanent
licensing
system
called
the
sella.
L
This
is
really
impacted:
the
ability
for
citizens,
at
least
in
the
city
clerk's
office,
as
well
as
in
planning
and
development
services,
to
build
a
majority
of
their
services
that
they
interact
with
the
city
with
online.
Now
it's
also
created
opportunities
for
us
to
have
a
robust
tracking
of
license
and
code
compliance
data
and
and
better
analytics
for
that
data
as
well.
L
We've
got
just
a
couple
systems
that
we've
recently
worked
on
that
were
really
antiquated
and
outdated.
For
instance,
our
physical
records
management
system
was
so
old
that
it
was
only
working
on
one
computer
throughout
the
city
that
still
had
was
running.
An
old
windows
version
and
hr
was
telling
us
that
that
was
going
to
crash
any
day
now,
so
we
managed
to
get
our
record
system
a
new
system
implemented
there.
We
have
a
cashiering
system
that
we
use
at
the
front
counter.
L
That
is
also
kind
of
a
one-man
shop
out
of
his
garage
and
he's
ready
retire,
and
so
we
have
high
risk
there.
So
we're
looking
to
replace
that
system
as
well.
The
city
has
implemented
a
new
permit.
Public
records
request
tracking
system,
that's
actually
proprietary,
it
was
built
in-house
and
that's
to
ensure,
with
the
volume
of
public
records,
requests
we're
getting
that
that
we're
tracking
and
complying
with
all
those
prrs
in
a
timely
and
efficient
manner,
and
then,
as
eric
mentioned
and
you'll
see
in
the
it
presentation
is
we're.
L
Currently,
although
we're
not
investing
any
funds
in
22,
we're
currently
doing
due
diligence
on
potentially
replacing
our
erp
system,
our
current
system
is
at
least
the
version.
We're
on
is
reaching
its
end
of
useful
life
will
be
forced
in
a
year
or
so
to
decide
whether
to
upgrade
or
switch
and
there's
been
a
lot
of
changes
in
the
market
on
erp
systems.
L
Since
our
last
system
was
implemented,
and
we
want
to
make
sure
that
we're
looking
to
potentially
take
advantage
of
all
those
new
new
technology
and
new
functionality
that
that
could
offer
us
as
well
so
in
fy,
22
and
beyond.
L
L
This
year
we
did
a
organizational
assessment
in
dfa
to
determine
our
readiness
for
that
we
looked
at.
Do
we?
What
are
our
resources,
our
skill
sets,
and
do
we
need
to
realign
any
roles
and
responsibilities
to
be
able
to
achieve
that
goal?
The
immediate
takeaway
from
that
organizational
assessment
was
that
before
the
department
could
move
forward
and
achieve
any
of
those
goals,
we
needed
to
address
workload,
issues
and
current
deficiencies
and
staffing.
L
While
we've
been
hard
at
work
in
building
our
foundation
and
building
our
infrastructure
and
replacing
systems,
our
day-to-day
work
has
increased
significantly.
That
has
absorbed
any
capacity
that
we
had
to
do
this
type
of
work
in
the
future.
The
last
four
years
in
dfa
we've
seen
our
transactional
workload
increase.
The
number
of
pos
annually
is
increased
by
six
percent.
L
Sixteen
percent
gl
transactions
has
increased
by
10
city-wide
revenue,
city-wide
expenses
have
increased
by
14
and
12
respectively
and
then
last
year,
as
we
all
know,
and
into
the
future,
there
was
a
significant
amount
of
time
spent
by
dfa
staff
on
the
transactional
handling
the
transactional
workload
associated
with
the
covered
relief
funds.
L
D
Of
me,
thank
you
so
much
linda,
that's!
A
large
increase
in
your
workload,
so
is
just
kind
of
distilling.
This
down
is
basically
what
you're
saying
that
you're
trying
your
hope
is
that
by
improving
technology
and
also
increasing
your
staff,
a
little
bit
you'll
be
able
to
handle
that
17
increase
in
transactions
without
growing
your
staff
by
17.
L
Well,
put
thank
you.
That
is
exactly
the
goal,
and
and
as
we
look
to
plan
for
the
future,
and
we
look
to
build
the
organization
in
the
future,
there
may
be
additional
resource
requests
as
well.
But
this
is
just
what
we've
identified
now
to
meet
the
demands
of
the
workload
now.
D
H
Thank
you
along
those
same
lines,
I
think,
as
I
look
back
on
my
time
as
a
city
council
member,
I'm
reminded
by
all
of
this,
how
hard
the
city
has
tried
over
the
years
to
balance
that
need
of
service
demand
with
budget
and
trying
to
make
sure
that
we
didn't
grow
at
a
rate
that
was
unsustainable
or
at
a
rate
that
was
more
than
our
residents
needed.
H
So
I
really
appreciate-
and
it
appears
that
all
of
you
will
help
tell
this
story-
that
that
you
are
telling
the
story
of
why
we
need
more
personnel,
what
we're
doing
to
keep
up
with
service
demand
and
how,
in
fact,
despite
that,
we're
still
not
increasing
at
the
level
that
we've
grown
or
the
level
that
those
service
demands
have
grown.
H
And
I
I
think
that
is
an
important
factor
and
an
important
thing
to
remember,
as
we
build
this
budget
that
there
there
are
a
lot
of
new
positions
in
here.
I
think
for
some
of
us
that's
kind
of
a
wow,
that's
a
big
deal
and
it
is
a
big
deal,
but
it's
also
a
really
big
deal
to
our
residents
that
we
maintain
the
level
of
service
that
they
expect
and
that
we
do
it
in
a
way
that
allows
us
to
continue
to
maintain
the
efficiency
that
comes
with
actually
providing
the
right
level
of
service.
M
M
We
use
the
word
agile,
that's
really
what's
reflected
in
the
workforce
we
have
and
in
hr
we
are
laser,
focused
on
trying
to
make
sure
that
we
have
a
workplace
for
everyone
in
support
of
creating
a
city
for
everyone,
and
so
that's
some
of
the
things
I'll
talk
about
our
people
really
are
our
biggest
investment
pay
attention
to
their
needs?
What's
working
for
them?
M
We
have
our
risk
and
safety
team
and
they've
just
done
incredible
work,
talking
about
being
agile
sort
of
learning,
as
we
go
how
to
shift
and
make
sure
that
everybody
has
the
protective
gear
they
need.
The
you
know.
How
do
you
distance
all
those
different
things,
and
so
that's
been
a
major
major
focus
and
one
that
we
just
are
still
in
we're
still
working
on
that
every
day,
but
part
of
that
we
saw
that
there
was
a
desperate
need
to
telework
to
get
people
to
be
able
to
be
productive,
be
separated.
M
So
one
day
sort
of
people
said
that
those
who
could
telework
were
sent
home
to
do
work
from
home
and
watching
how
that
occurred
and
how
well
that
occurred
was
really
something
and
for
those
who
weren't
able
to
telework
and
came
to
work
every
day
and
and
sort
of
made
sure
that
they
were
safe
and
secure.
That
was
a
big
effort
and
lots
went
into
that
but
specific
to
the
telework.
What
we
we
did,
that
out
of
necessity,
but
now
we're
shifting
to
a
hybrid
work
format
that
we're
doing
on
purpose.
M
Our
employees
said
for
those
who
are
eligible
and
positions
are
eligible.
This
really
worked,
it
worked
for
them,
it
worked
for
the
life
they're
trying
to
live,
and
it
worked
for
the
city
that
people
could
be
productive
working.
You
know,
together
in
in
city
facilities
when
they
can
working
in
collaborative
work
and
then
also
being
able
to
be
home
and
just
do
production
work
as
best
they
can.
M
So
just
so,
you're
aware
we're
shifting
to
this
longer
term
hybrid
work
model
starting
june
1
and
that
those
whose
positions
are
eligible
will
be
able
to
work
a
portion
of
their
week
from
home.
We've
all
talked
as
directors
about
how
that
can
work
and
that
it's
based
on
position
not
sort
of
who's,
your
friend
and
how
are
they
doing?
It's
really
based
on
the
work
and
we'll
see
how
that
goes.
You
know
we'll
we'll
work
through
it
and
there
may
be
some
bumps
in
the
road,
but
but
we're
paying
attention
to
that.
M
So
that's
something
that
we're
hopeful
you
know
makes
people
feel
like
they've
really
been
heard
for
those
who
can.
In
addition,
over
the
last
year
we
continued
to
recruit
and
hire.
There
was
a
hiring
pause
because
we
had
to
be
really
careful
with
our
resources,
but
even
in
the
pause
that
that
created
a
new
process
which
took
time
different
kinds
of
time.
So
there
was
a
lot
going
on
just
to
keep
ourselves
operational
and
intact.
M
We
had
a
community
working
group
still
do
who's
really
been
informing
us
on
the
needs,
everything
from
our
programs
and
services
from
the
departments
to
the
facilities
and
how
we
can
navigate
those
better
so
that
work
continues-
and
I
understand,
there's
a
report
that
will
be
coming
out
in
the
next
month
or
so
that
really
outlines
sort
of
our
facilities
and
how
we
can
work
through
those
over
a
fair
bit
of
time.
M
It's
going
to
take
then
connect
boise
is
our
way
of
having
employees
and
and
their
supervisors,
or
managers
connect
with
each
other
around.
How
are
things
going?
How
are
they
performing?
Do?
They
have
what
they
need
to
do
their
jobs
and,
what's
really
cool
about
having
that
framework
in
place
when
we
hit
all
this
was
we
already
had
the
system
so
that
people
could
stay
connected,
even
if
it
was
over
video.
There
were
regular
checkpoints
to
make
sure
both
employees
had
what
they
need,
but
that
they
were
doing
okay
in
a
really
really
tough
time.
M
So
we're
really
proud
of
that
structure.
That's
been
in
place
and
we'll
continue
and
then
also
just
as
this
was
a
project
that
touched
a
lot
of
places
but
was
under
the
radar
because
of
the
execution,
the
access
control
upgrade.
So
every
every
place
where
you
see
you
need
to
flash
your
badge,
all
those
got
upgraded
and
people
don't
know
about
it
because
it
was
executed
quite
well.
So
our
safety
team
were
really
proud
of
that.
M
So
those
are
some
sort
of
major
things
we
focused
on
over
the
last
year
and
then
moving
forward,
there's
obviously
recruiting
advertising
making
sure
people
know
that
we
have
positions
available.
Some
we
can
do
local,
recruiting
it's
great
others.
We
need
to
do
nationwide
and
just
making
sure
we
have
the
funding
to
do
that
as
the
job
market
gets
tighter.
Frankly,
that's
something
we're
really
paying
attention
to
a
couple.
M
Other
things
also
the
market
rate
analysis
that
was
mentioned,
we're
putting
money
into
that,
so
that
we
can
make
sure
it's
not
sort
of
a
one-off.
I
heard
this
job's
kind
of
hard
to
fill.
What
are
we
doing?
It's
really.
An
overview
of
here
are
the
tougher
to
fill
jobs.
What
market
rate
adjustments
do
we
need
to
make
and
doing
it
more
proactively?
M
That's
that's
on
the
radar
for
this
next
year,
as
well
as
looking
at
what
we're
calling
the
future
of
work.
You
know
we
went
through
sort
of
a
tumultuous
year,
the
kinds
of
work,
the
gig
economy.
M
These
things
are
coming,
and
so,
instead
of
sort
of
getting
behind,
we
want
to
make
sure
we
understand
what
is
the
future
of
work
and
how
can
we
make
sure
that
we're
providing
the
rewards
and
recognition
and
those
kinds
of
things
to
really
benefits
that
will
attract
workers
in
the
future,
as
things
shift
so
trying
to
be
proactive
in
that
space?
So
I'll
stand
for
questions.
D
Thank
you
and
thank
you
so
much.
Sarah
one
thing
that
I
think
throughout
the
pandemic
has
become
a
really
big
topic
is
living
wage
and
I
was
wondering
if
you
could,
and
one
of
the
things
I'm
most
proud
of
the
city
of
boise
for
doing,
is
making
sure
that
all
employees
make
a
living
wage.
J
D
M
And
as
I
understand
that
the
sort
of
the
what
is
the
index
of
living
wage,
which
are
we
using
right
because
there's
a
different
ones,
that
different
organizations
have
used
and
that's
something
we'll
continue
to
look
at,
I
know
you
know
there
was
the
raise
up
to
that.
I
believe
last
year
and
that
got
us
in
a
really
good
place
and
it's
something
we're
just
going
to
have
to
keep
paying
attention
to.
M
It's
definitely
on
our
radar
is
something
to
watch
along
with
the
market
rate
adjustment,
so
we're
sort
of
looking
at
the
full
workforce
and
what
those
issues
are.
So
it's
definitely
something
we're
thinking
about
and
working
on.
Wonderful.
Thank
you.
I
I
I
also
really
appreciate
that
you're
looking
at
the
market
rate
evaluations,
I
think
that
that's
so
important
right
now
that
we
kind
of
keep
at
the
tip
of
the
spear
when
we're
evaluating
those
things,
because
I
know
it's
an
issue
at
every
single
business
in
boise.
So
thank
you
for
looking
at
that.
Yes,
you're.
H
J
So
I
think
we
have
a
really
great
opportunity
here
and
that
is
to
find
out
as
people
leave
this
organization,
why
they're
leaving
this
organization
and
perhaps
having
some
deep
conversations
with
our
staff,
if
they're,
if
they
trust
us
enough
to
be
honest,
to
say
what
they
want
to
stay
with
the
city
of
boise.
J
I
know
myself
I've.
I've
always
done
what
I
call
do-gooder
work,
which
doesn't
pay
a
lot
of
money,
but
there
were
other
benefits
that
made
it
so
that
I
stayed
for
a
while,
and
I
think,
if
there's
anything
for
us
to
learn
from
last
year,
it's
that
there
are
other
assets
that
come
with
being
a
part
of
an
organization
that
will
keep
you
there,
even
if
the
money
isn't
what
you
would
like
it
to
be.
J
So
I'm
hoping
that
we
will
do
that
that
we
will
find
ways
to
connect
with
our
staff
to
find
out
what
it
would
take
for
them
to
stay
with
us.
I'd
also
like
to
know
at
some
point:
you
know
what
was
the
exodus
last
year
and
this
year.
Okay,
what
do
those
numbers?
Look
like
so
that
we
can
make
some
decisions
based
on
on
good
information,
so
that
we
can
be
better
yep,
but
thank
you
so
much
and
again
to
echo
my
colleagues.
J
This
is
not
easy
and
I,
as
a
former
civil
rights
investigator,
I
know
what
hr
what
they
have
on
their
plate.
So
very
much
appreciate
your
efforts.
Sarah.
B
N
Madam
mayor
and
council
members,
thank
you
for
your
time.
Today
I
tease
I'm.
First
of
all,
I'm
sharon
jensen,
I'm
not
the
usual
cio
standing
in
for
erica
cobb,
who
has
recently
left
actually
last
friday,
so
our
it's
focus
primarily
is
on
four
areas:
we're
focused
on
the
continued
compliance
and
security,
we're
focusing
on
preparing
for
our
future
and
foundational
work
for
modernizing
current
and
future
investments,
and
also
continuing
to
keep
the
lights
on
and
maintain
our
current
technology
investments.
N
Some
of
those
specifics
that
we've
accomplished
so
far
this
fiscal
year
is
a
major
shift.
In
our
microsoft
365
platform,
we
went
to
an
entirely
different
platform.
One
of
the
main
goals
is
to
meet
the
security
compliance
requirements
for
police
and
legal
data,
so
that
was
one
of
our
major
objectives
of
moving
to
that
new
platform.
N
Of
course,
we're
laser
focused
on
cyber
security.
I'm
sure
you
read
the
articles
in
the
paper
and
in
the
news
on
what's
going
on
with
cyber
security,
we
implemented
a
dual
factor:
authentication,
which
is
an
added
layer
of
security
for
accessing
our
network
to
help
keep
us
safe.
In
that
regard,
we
also
did
a
penetration
test
to
test
for
vulnerabilities,
and
we
have
lessons
learned
from
that,
and
we
also
did
a
tabletop
exercise,
which
also
gave
us
additional
lessons
learned
that
we'll
be
addressing
in
the
rest
of
fy21
and
also
into
fy22.
N
Looking
forward
to
that
additional
that
continued,
hybrid
work
environment,
we
have
a
broadband
study
underway
right
now
and
we
will
be
looking
to
bring
options
and
costs
back
to
council
in
the
future.
We
expect
to
have
that
study
done
by
the
end
of
this
fiscal
year
and,
as
mentioned
by
linda
earlier,
we
are
doing
a
study
right
now
on
our
core
financials
and
hr
system,
so
that
we
can
look
to
replace
that
system
in
the
in
the
future,
with
a
more
streamlined
and
efficient
product.
N
We're
working
on
a
core
network
upgrade
for
our
airport
right
now,
which
will
bring
stability
to
that
technology
out
in
that
area
and
also
address
the
future
growth
of
airport,
which
is
significant
here
to
date.
We've
completed
53
projects
in
total
that
needed
it
resources,
and
we
can
give
you
more
detail
on
that.
If
you'd,
like
our
motto
in
it,
really
is
to
provide
right,
reliable,
resourceful
and
responsible
solutions
to
our
community.
N
So
some
of
those
things
we're
looking
forward
to
in
fy
22
are
people
resources
specifically
to
meet
the
growth
with
airport
police,
fire
and
public
works.
They
have
a
lot
of
growth
which
you'll
hear
more
later
about
more
later
and
then
we're
also
implementing
two
new
major
systems
that
will
require
additional
support
as
well.
N
N
D
D
I
just
want
to
thank
you
for
your
work
on
the
broadband
study,
because
that
broadband
study
is
going
to
inform
so
many
of
the
ways
that
we
deploy,
federal
funding
coming
down
through
the
america
infrastructure
plans
and
that
type
of
thing,
and
I'm
really
looking
forward
to
seeing
how
broadband
serves
our
community,
where
those
gaps
are
and
looking
strategically
at
how
we
can
deploy
better
connectivity
throughout
our
city,
because
we
now
know,
after
kids,
shifted
to
online
learning.
D
N
H
I
just
wanted
to
note
for
the
council
that
I
found
out
yesterday
that
a
project
that
it
completed
for
the
city
of
trees
challenge.
So
one
of
these
53
projects
actually
is
producing
a
better
product
than
the
national
product
that
we
had
been
using
prior
in
tree
plotter.
And
I
just
wanted
to
thank
you
and
whoever
worked
on
that
for
that
work.
J
Thank
you,
madam
mayor,
so
thank
you
so
much
for
this
presentation
along
the
lines
about
the
broadband
study.
Do
you
know
if
there's
a
way
we
can
determine
about
the
needs
for
hardware
for
folks,
because
I
know
I
heard
some
issues
this
past
year
of
where
there
might
only
be
one
laptop
or
ipad
that
folks
have
and
so
mom's
got
to
work
the
child
has
to
be
on
school
on
it
for
school.
Do
we
do
we
know
if
we're
we're
going
to
be
doing
any
studies
along
those
lines.
B
The
you
know
I
I
don't
know
that
it
needs
to
be
added
to
the
broadband
study
I'll
just
jump
in
here.
If
that's
something
that
the
school
district
has
looked
at
and
has
a
sense
of
what's
needed,
we
as
a
city
are
having
trouble
meeting.
The
technology
needs
with
our
hybrid
work
model,
but
through
the
course
of
the
last
year,
have
worked
with
the
school
district
when
it.
A
B
B
And
as
jamie's
coming
up,
you
know,
courtney
said
at
the
beginning:
what
we've
done
is
we've
taken.
We
wanted
to
share
first
all
the
kind
of
back
office,
the
infrastructure
that
makes
the
programs
and
the
city
possible,
because
without
these
departments
we
wouldn't
be
able
to
do
the
other
stuff.
So
jamie
is
the
last
of
those
support
offices
and
then
we'll
move
into
the
office,
the
departments
that
the
public
typically
experiences,
the
city
through
and
so
jamie
you
are
up
thanks.
B
O
O
O
O
Last
year,
our
municipal
team
supported
city
leadership
in
serving
the
residents
of
boise
by
crafting
over
55
ordinances.
Those
ordinances
include
the
animal
code,
emergency
parklets,
the
west
side,
urban
renewal,
district
annexation,
demolition
and
deconstruction.
The
bike
bar
amendments,
the
2018
emergency
code
and
the
emergency
powers.
O
O
We've
hosted
the
three
criminal
legal
interns
from
the
university
of
idaho
law
school
last
year
and
for
the
first
time,
one
municipal
intern
from
those
internships,
the
city,
attorney's
office,
mentors,
enriches
and
supports
the
education
and
development
of
the
members
of
the
future
bar
and
underscores
the
significance
of
service
to
our
community
and
other
updates.
Legal's
unified
case
management
system
remains
the
number
one
top
priority
in
the
city's
work
plan
portfolio.
O
The
five
and
a
half
ftes
requested
by
legal
are
a
result
of
that
assessment
and
necessary
to
maintain
capacity
and
support
city
initiatives,
as
the
city
has
grown,
so
has
the
need
for
a
level
of
expertise.
Above
and
beyond
the
simple
run.
The
business,
the
two
or
the
three
municipal
requests
and
two
and
a
half
criminal
requests
represent
the
growth
necessary
and
staff
to
continue
to
serve
our
community
and
aspire
to
our
vision,
and
with
that
I'll
stand
for
questions.
K
Madam
mayor,
thank
you
jamie.
I
just
want
to
thank
you
again
for
the
extreme
amount
of
support
that
I
received
from
your
office
over
the
last
two
years
plus
and
in
particular
from
jen
pitino,
and
her
amazing
help.
I
consider
her
one
of
the
three
heroes
of
that
complete
rewrite
of
the
animal
code
and
I
think
that
we've
come
a
long
ways
in
legal.
Since
I
first
came
to
council
almost
12
years
ago,
I
think
it's
become
more
of
we.
When
a
council
member
brings
a
sometimes
crazy
idea.
K
Legal
department
doesn't
come
with
why
we
can't
do
it,
but
they
find
ways
that
we
can
and
that's
what
we
did
with
the
animal
code
and
we
I've
seen
it
in
other
areas.
So
I
appreciate
what
you've
done
in
terms
of
presenting
that
type
of.
O
G
Very
much
jamie.
Thank
you.
One
of
the
things
that
I
really
believe
about
a
legal
department
is
that
the
work
has
to
get
done
so
this
year,
for
instance,
our
legal
department
basically
rewrote
the
road.
The
framework
for
how
the
mayor's
public
health
ordinances
would
go,
orders
would
go
into
effect
and
when
the
work
doesn't
get
done,
it
shows
up
later
and
it
gets
done
by
somebody
else,
usually
somebody
that
the
city
has
hired.
G
H
Madame
so
I
concur
with
councilmember
beijing,
but
my
question
around
this
is:
have
you
know
this
is
this
has
been
a
tough
year,
we've
had
some
legal
staff
move
on
to
really
great
opportunities,
we've
had
to
replace
them.
What
are
the
prospects
for
actually
being
able
to
fill
these
positions
quickly?.
O
I
currently
have
we
have
zero
open
positions
in
the
legal
department
at
this
time
and
over
the
last
two
years
we
started
off
when
I
started
and
what
a
year
well
a
little
over
two
years
ago,
we
had
three
open
positions,
so
at
least
on
the
municipal
side,
we
had
more
on
the
support
staff
as
well.
So
I
I'm
at
this
point.
I
continue
to
be
confident
that
we'll
be
able
to
fill
those
positions
with
the
bright,
the
level
of
quality
of
bright
staff
that
we
have
currently.
H
Thank
you
if
I
could
follow
up
real
quickly,
I
you
know,
I
think
some
people
worry
when
we
see
legal
staff
move
on
to
other
places,
but
I've
always
thought
that
the
city
of
boise
is
a
great
place
to
get
young
lawyers
get.
You
know,
teach
them
how
to
respond
in
a
public
setting,
treat
them
well,
and
I
I
love
to
see
some
of
those
now
in
other
places
in
our
community,
because
I
think
they
serve
us
really
well.
H
So
I
I'm
not
I'm
not
at
all
concerned
that
we
do
have
some
turnover
in
legal
staff.
I
just
want
to
ensure
that
there's
enough
pipeline
that
we're
okay
doing
that
it
seems
like
there
is
so.
Thank
you.
Thank
you.
Madame.
J
B
B
B
B
E
This
is
a
work
by
wendy,
blickenstaff,
called
hunker
down
and
as
part
of
the
way
that
we
have
documented
and
collected
on
this
coveteer,
I
think,
as
most
of
you
know,
arts
and
history
is
one
of
our
real
goals,
is
to
document
and
collect
on
the
history
of
life
and
boys
here
just
boise
in
general,
both
during
regular
and
extraordinary
times.
So,
as
we
know,
code
was
really
an
extraordinary
time.
So,
during
this
documentation
we
did
oral
history
interviews
and
we
have
done
a
good
photo
documentation
of
the
city.
E
But
we
also
did
this
sort
of
thing,
which
is
the
coven
community
collection.
We
did
a
call
for
artists
to
give
us
an
idea
about
their
experiences
in
life
during
covet,
and
we
we
used
our
percent
for
art
funds
we
had
about.
I
guess
we
had
25
artists
selected
that
represented
27
different
words.
It's
an
array
of
visual
media
as
well
as
written
work,
and
they
were
assembled
by
our
archivist
historian
and
public
art
team.
So
it
was
a
great
collaboration.
E
A
E
E
So
what
now
it's
also
during,
I
will
just
back
up
a
bit
on
our
covered
year,
that
our
team
moved
into
some
pretty
remarkable
online
programming
and
I
think
the
flexibility
and
resiliency
for
them
to
do
that
has
really
enriched
the
kind
of
work
that
we
do.
So
we,
oh
gosh,
all
kinds
of
you,
know
online
lectures
and
presentations
and
talks,
and
we
found
that
it's
a
new
way
to
be
really
accessible
and
reach
new
audiences.
E
One
one
thing
we
did
last
week
had
about
300
participants
online.
So
now
what
we're
looking
at
is
a
way
to
continue
to
ways
to
include
that
online
engagement
with
our
programming
going
forward
or
in-person
programming,
so
things
that
are
coming
include
installation
of
pretty
three
pretty
significant
public
art
pieces
for
the
year.
One
is
the
vista
median
that
will
go
in.
E
And
be
completed
by
fall,
we
installed
the
boise
history
wall,
which
you
haven't
seen
it
it's
on
the
back
hallway
here
of
the
city
council
chambers.
It
is
the
most
comprehensive
story
of
the
telling
of
boise,
and
later
this
year
we
will
have
a
nice
brochure
ready
to
go.
That
will
supplement
that.
So,
when
students
and
visitors
come
in
and
they
look
at
that,
they
can
have
a
takeaway
with
them
to
share.
E
We
had
a
lot
of
opportunities
for
artists
and
fabricators
designers,
all
kinds
of
vendors
and
continued
our
ongoing
partnerships
with
groups
such
as
tree
fort
morrison
center,
where
we
raised
private
funds
to
fund
another
69
artists
that
developed
work
about
their
year
in
covid,
and
then
we
continued
our
work
with
collection
of
survey
data
that
we
provide
to
our
again
to
our
colleagues
in
the
community,
for
you
know
tracking
trends
and
see
how
we're
all
performing
and
doing
as
an
economic
impact
piece
for
fy22.
E
We
are
committed
to
caring
for
what
we
have
and
as
our
collection
ages,
we
are
facing
a
large
backlog
of
maintenance
needs.
Like
I
mentioned
with
that
great
blues
piece,
it's
30
years
old,
a
lot
of
things
in
our
collection
are
at
least
30
years
old.
We
need
to
take
care
of
it.
So
what
we
have
is
a
backlog
of
about
250
000
worth
of
needs,
scoped
we're
requesting
around
80
000
that
will
chunk
out
over
the
next
few
years.
E
G
H
I
shouldn't
have
said
it
I'm
sorry.
I
jinxed
you
first
I'd
just
like
to
to
note.
If
I
could,
how
exciting
it
is
to
finally
get
the
art
in
the
vista
media.
I
know.
E
J
Thank
you,
madam
mayor
terry.
I
just
want
to
thank
you
so
much
for
being
there
for
artists
and
making
sure
that
our
city
could
support
folks
who
bring
so
much
to
our
community,
as
we
heard
earlier
in
the
day.
You
know
during
last
year's.
Oh
goodness,
I
don't
even
know
what
to
call
it
pause
to
life
as
normal
and
people
took
to
the
foothills.
People
really
took
full
advantage
of
the
amenities
and
the
resources
that
we
have
here
in
the
city
of
boise
and
as
always,
artists.
J
They
always
speak
to
what
is
happening
in
the
moment
and
the
fact
that
we
could
be
there
to
support
them
and
to
help
them
do
what
they
do,
which
is
document.
What
is
happening
at
this
moment
in
history,
but
artists
are
people
and
they
need
to
eat
and
they
need
to
pay
rent,
and,
unfortunately,
I
would
say
in
overall
society
we
tend
to
diminish
them
and
their
role
in
our
community.
J
We
forget
how
how
much
courage
and
bravery
it
takes
to
say
I
am
going
to
be
an
artist.
I
think
most
parents
would
laugh
or
discourage
their
kids
from
doing
that,
because
it
doesn't
matter
or
it
doesn't
seem
practical.
But
when
I
think
about
my
time
in
boise,
it
is
the
public
art.
It
is
that
great
blues
installation
that
I
remember
when
I
worked
at
the
brick
oven
beanery,
which
doesn't
exist
anymore
back
in
19
in
the
early
90s.
J
B
P
P
Community,
our
coveted
response
in
the
last
year
focused
on
three
main
elements:
one
was
maintaining
access,
particularly
for
our
most
vulnerable
community
members.
Two
was
using
innovative
services
to
reach
users
outside
of
our
buildings
and
three
was
building
and
strengthening
partnerships
that
will
enable
us
to
better
understand
and
meet
community
needs.
P
So,
just
when
people
needed
access
most
a
lot
of
that
access
was
lost.
Some
people
that
were
vulnerable
and
part
of
the
digital
divide
had
even
more
challenges.
Now.
Here's
where
I'd
like
to
point
out
how
boise
was
different
than
the
national
story,
and
that
is
because
on
may
18th
of
2020,
so
credit
to
your
interim
on
may
excuse
me:
it's
not
allergies,
it's
nerves.
A
P
We've
all
been
there
on
may
18th.
The
boise
library
was
able
to
open
back
up
for
computer
access
for
our
community
and
was
able
to
maintain
that
internet
access
through
the
height
of
the
pandemic,
meaning
that
boise
residents
were
able
to
apply
for
jobs,
start
small
businesses,
research,
coveted
relief
funds,
find
health
information
connect
with
people
outside
their
community.
P
So
in
that
you
saw
a
real
shift
in
our
digital
collections
and
that
show
and
being
able
to
have
to
get
a
library
card
for
the
first
time
without
having
to
come
into
the
building,
and
we
saw
in
the
months
from
march
to
may
a
70
increase
in
our
use
of
digital
resources.
P
P
We
developed
online
programs
and
story
times.
We
created
grab-and-go
kits
that
allowed
people
to
come
by
the
library
and
pick
up
a
science
project
a
craft
project,
so
they
could
continue
to
learn
at
home
and
we
were
the
first
public
library
to
offer
ixl.com
for
our
community,
which
is
an
online
tool
that
allows
students
to
customize
their
learning,
and
we
also
know
how
important
the
physical
materials
were,
and
so
as
soon
as
it
was
safe,
we
opened
back
up
for
curbside
pickup
and
the
curbside
pickup
literally
exploded.
P
P
As
more
and
more
people
are
coming
into
our
buildings,
we
are
seeing
that
our
curbside
is
going
down
because
people
are
excited
to
be
back
in
our
buildings,
but
we
know
that
that
number
will
not
go
back
to
what
it
was
before.
We
know
that
we've
got
a
service
that
people
are
relying
on,
and
finally
I
want
to
talk
about
the
partnerships
that
we
strengthened
over
the
last
year,
because
again
these
were
focused
on
our
most
vulnerable
communities,
as
we
have
wanted
to
reach
more
users.
P
P
The
idaho
office
of
refugees
is
helping
us
sign
up
students
and
members
for
our
summer
reading,
helping
us
make
sure
that
we've
got
population.
That's
involved
in
that
and
sees
a
role
for
themselves
in
the
library
and
we're
also
partnering
with
the
boise
school
district
with
their
summer
meals
program,
because
they
have
we
identified
that
they
have
a
couple
gaps
in
either
the
calendar
for
summer
meals
or
in
locations,
and
so
two
of
our
two
of
our
libraries,
the
one
at
hillcrest
at
maine,
will
offer
summer
meals.
P
We
know
that
kids,
who
are
hungry,
aren't
learning
as
well
as
kids
who
are
fed,
and
we
want
to
make
sure
that
those
students
who
relied
on
their
meals
through
the
boise
school
district
are
still
able
to
get
meals
during
the
summer.
So
come
to
the
library.
Get
a
book
get
a
snack
and
we'll
keep
you
learning
will
keep
you
engaged
and
finally,
we
parted.
We
are
partnering
with
the
interfaith
sanctuary.
P
P
It's
also
an
outdated
platform
at
this
point,
and
so
we're
really
excited
to
work
with
our
colleagues
in
I.t
and
community
engagement
to
create
the
next
generation
library
website.
That
will
truly
be
an
opportunity
for
communities
to
search,
to
discover
to
find,
to
take
out
materials
and
to
to
really
have
a
platform
for
engagement,
also
with
our
lynx
consortium.
So
those
are
the
libraries
in
the
area
that
we
partner
with.
P
We
would
like
to
add
a
mobile
app
that
will
enable
us
to
take
advantage
of
technology
that
allows
users
again,
if
you
have
a
smartphone
you'll,
be
able
to
search
our
libraries
check
out
books,
renew
materials
and,
and
that
will
you
know,
show
the
convenience
and
how
our
library
is
reaching
outside
the
building
and
then
finally,
we
have
a
request
to
adjust
three
part-time
positions
to
full-time
one
at
each
of
our
largest
locations
in
our
public
service
staff.
P
J
Thank
you.
Thank
you
jessica.
You
did
great
grow
and
you're
doing
great.
This
is
awesome.
One
thing
I
wanted
to
ask
you
about
so
the
free
summer
meals,
who
is
who's
the
partner
with
that
again
the
boise
school
district?
Okay,
wonderful
also,
I
wanted
to
ask
you
about
this.
J
You
know
I
I
think
I
can't
remember
if
I
brought
it
up
last
year,
the
year
before,
who
knows
any
more
mayor,
but
I
feel
that
our
library
stuff
is
they're
amazing,
if
there's
anything
that
we
learned
last
year,
it's
that
people
who
seemingly
hold
these
positions
in
our
community
that
they
don't
seem
like
that
big
of
a
deal
the
pandemic
showed
us
that
they
are.
J
I
had
no
idea
that
our
community
would
designate
cashiers
grocery
store
clerks
people
who
stopped
shelves
as
essential
workers,
people
who
staff
gas
stations
as
essential
workers.
J
I
would
like
to
see
our
library
staff
be
compensated
for
the
high
level
of
work
that
they
bring
to
our
community
so,
and
I
never
know
the
right
time
to
bring
it
up.
So
I
figure
it's
always
the
right
time
to
bring
it
up.
So
I
just
want
that
on
record
that
I
would
like
to
see
our
library
staff
make
better
money
because
of
the
work
that
they
do.
J
J
Do
we
anticipate
that
the
return
of
that
at
some
point?
I
know
that
it
was
offered
a
couple
of
mondays
a
month
and
it
was
packed
in
the
years
that
I
was
aware
that
it
was
offered-
and
I
know
that
we're
not
there
yet,
but
do
we
anticipate
a
return
to
having
the
idaho
trial
lawyers
association
offer
that
as
a
resource
to
our
community
through
the
library.
P
Thank
you
for
the
question.
I
want
to
speak
specifically
to
partnerships
and
then-
and
to
be
honest,
I
have
not.
I
don't
know
specifically
if
that
resource
will
be
made
available,
because
I
haven't
talked
to
that
partner
and
don't
know
their
capacity
or
what
I
can
connect.
You
I'm
sure
you
can.
Thank
you.
P
We
are
at
the
stage
where
we
are
being
able
to
have
discussions
again
about
partnerships
and
how
we'll
be
able
to
work
with
the
social
services
in
the
community
in
that
partnership
model
to
really
understand
how
are
we
aligning
our
services
to
meet
community
needs
and
we
have
been
working
with
our
risk
and
safety
team
on.
P
When
can
we
actually
start
having
more
of
our
partners
in
the
building
where
they
have
close
interactions
with
users
and
are
very
close
to
being
able
to
set
that
up,
and
I
think
that
is
going
to
be
so
important,
because
that
allows
us
to
have
greater
impact
and
we
know
how
important
that
service
is
and
how
critical
libraries
play
in
you
know.
Helping
us
identify
community
needs
but
then
really
tapping
a
network
to
bring
those
resources
into
our
buildings
or
onto
our
website
to
help
people
meet
those
needs.
I
Just
a
couple
things
I'm
certainly
supportive
of
all
the
requests
and
asks
that
you're
making
and
and
making
sure
that
we
recognize
the
true
value
that
our
library
staff
brings.
I
think
there's
a
undertold
and
underseen
story
of
what
our
library
did
does
all
the
time
and
especially
during
the
pandemic.
I
think
a
lot
about
the
library
and
our
community
centers
and
the
kids
who
kept
going
and
the
play
the
places
that
provided
those
spaces
for
those
kids
to
keep
learning
and
not
slip
through
the
cracks.
So
I
want
to
thank
you
there.
I
A
H
Go
ahead
thanks,
madam
mayor,
so
so
two
quick
things
one,
I
guess
on
the
staffing.
I
would
just
note
for
council
member
council
president
pro
tem
sanchez
that
if
we
want
we
could
we
could
look
at
having
hr
look
at
the
the
staffing
schedule
there.
I
think
that
might
be
worthwhile.
I'd
also
note,
I
believe
that
part-time
positions
that
were
well
below
our
living
wage
have
been
brought
up
to
that.
So
I
think
a
lot
of
that's
been
addressed.
H
My
question
to
you
jessica
and
welcome
it's
good
to
see
you
and
as
well
as
everyone
else
in
person
on
your
on
your
fy
22
requests
we're
not
talking
about
strategic
planning,
but
I
know
that
that's
something
that's
going
to
be
ongoing
for
the
next
couple
of
years.
Right.
Q
Good
morning,
madam
mayor
council,
members,
thank
you
for
having
department
heads
in
today
to
share
and
engage
with
you
some
of
the
things
we've
done
in
21
and
some
of
the
things
we're
planning
on
doing
in
22,
and
I
also
want
to
personally
thank
you
for
the
decision-making
process.
You
employed
during
that
tough
20
and
21
year,
specifically
making
the
decisions
to
keep
some
of
our
city
assets
open,
and
I
know
we've
touched
upon
it
a
little
bit.
Q
You
know
you
made
the
tough
decision
that
we're
going
to
keep
all
of
our
parks
open
as
well,
and
I
think
you
all
have
heard
a
lot
from
our
citizens
what
dividends
that
has
paid
to
us
and
how
important
that
was
to
get
through,
and
we're
naive,
obviously
to
think
that
we're
out
of
the
woods
yet.
But
I
think
that
decision
making
process
is
bringing
us
out
a
lot
stronger
than
when
we
went
into
that
difficult,
20
and
21
time.
Q
I
also
want
to
really
compliment
the
council
and
the
mayor
on
putting
investments
back
into
things
like
parks
and
recreation.
During
that
time
as
well,
I
think
I
heard
the
mayor
say
on
a
number
of
occasions
that
it's
real
important,
that
we
continue
to
do
business,
that
we
continue
to
conduct
business
and
a
big
part
of
that
was
bumping
up
projects
that
we
had
out
several
years
and
bringing
them
into
that
2021
and
now
moving
into
the
22
fiscal
year.
Q
So
those
investments
aren't
going
to
notice
by
the
public,
and
I
think
they're
important
to
show
that
that
excuse
me
the
decision
on
that
took
into
account
a
number
of
different
factors,
and
one
factor
was
looking
at
the
the
length
of
time
that
we
had
that
asset
as
part
of
our
portfolio.
Q
You
know
we'll
buy
land,
we'll
green
it
up
and
then
we'll
add
amenities.
It
takes
many
years
to
do
that
and
I
think
what
what
the
mayor
and
council
encouraged
us
to
look
at
is
how
do
we
not
only
accelerate
those
projects,
but
how
do
we
look
at
geography?
Q
So
again,
I
just,
I
feel
like
it
needs
to
be
said
that
that
you
make
the
tough
decisions,
but
what
you
see
on
the
screen
is
very
reflective
of
what
those
decisions
were
this
this
past
you
know
year
and
a
half
just
to
run
through
some
of
those
things
very
quickly,
so
some
of
the
park
completions
and
enhancements
as
you
can
see,
the
gene
harris
band
show
rededication.
Q
Q
Q
We
have
a
number
of
upgrades
going
with
catherine
albertson
park,
that's
been
going
on
for
about
18
months
and
that
should
all
wrap
up
at
some
point.
This
summer,
a
couple
weeks
ago,
we
cut
the
ribbon
on
the
hillside
to
hollow
trailhead
and
you
can
see
there's
a
pitcher
actually
at
the
bottom
of
council
members
in
the
mayor,
cutting
that
ribbon
and
then
the
golda
harris
reserve
nature
preserve.
Q
This
was
land
that
was
donated
to
us
in
2015,
and
we
finally
got
that
developed
and
ribbon
cut
on
that
this
past
november,
and
it's
out
just
west
of
the
east
park
center
bridge
and
then
the
fastest
growing
sport
in
america,
pickleball
and
the
mayor
is
smiling
up
there.
But
she
has
a
commitment
from
pickleball
players
that
she
has
she's
promised.
She
will
go
out
and
play
when.
Q
And
so
what
you
see
there
is
we
dedicated
12
courts
in
hobble
creek
in
in
early
november,
ironically,
right
before
we
had
another
shutdown,
and
so,
but
those
those
courts
have
just
been
absolutely
packed
and
a
great
addition
to
to
the
city
of
boise
a
couple
initiatives
that
we
launched
this
past
year:
the
america,
the
beautiful
30
by
30,
which
is
a
global
effort
but
locally
we're
participating
in
this
global
effort,
where
our
plan
is
to
preserve
up
to
30
percent
of
our
land
and
water
and
natural
habitat
by
2030.
Q
And
so
this
is
a
mayor's
initiative.
We're
off
to
a
great
start.
We've
got
a
long
list
of
goals
that
were
that
we
have
put
in
place-
and
I
know
that
sarah
arkle
has
done
this
presentation
for
council
here
recently,
the
city
of
trees,
challenge
near
and
dear
to
the
heart
of
council
president
clegg,
and
it's
actually
going
quite
well.
I
think
we're
2700
trees,
maybe
into
this
challenge
of
doing
100
000
in
the
next
10
years,
and
we
added
100
trees
to
your
portfolio
council
member
clay
with
the
fruit
tree.
Q
Planting
in
spaulding
ranch
some
other
notable
projects.
This
first
bullet
point
is
probably
the
most
near
and
dear
to
my
heart.
We
have
for
the
last
13
years,
taken
children
from
our
community
centers
on
a
holiday
shopping
event
and,
of
course,
this
last
year
that
just
wasn't
going
to
be
possible,
but
our
our
team
took
the
five
centers
where
we
had
the
all-day.
Q
If
you
recall,
we
were
doing
all-day
community
center
work
in
five
locations
with
the
boise
school
district
and
our
team
got
really
innovative
and
were
able
to
bring
the
children
in
put
them
online.
Have
them
shop
with
their
40
gift
card
at
target
target,
put
all
the
the
gifts
away,
and
then
our
team
went
out
picked
everything
up,
brought
it
back
to
each
of
those
community
centers
and
distributed
to
the
children
and,
if
you're
familiar
with
this
program.
Q
These
are
for
kids
that
otherwise
would
not
have
a
holiday
season,
and
so
it
was
real
important
for
this
to
occur.
We
did
about
half
the
number
we
normally
would
do,
but
I
think
it
was
real
important
that
we
still
find
an
innovative
way
to
do
it
our
summer,
feeding
program.
This
was
a
a
food
bank
program
in
different
park
locations
that
the
food
bank
had
decided
last
year
to
no
longer
do
it.
We
picked
up
the
ball
in
cooperation
and
partnership
with
the
boise
school
district.
Q
Q
Five
of
those
park
locations
are
also
our
existing
summer
play
camp
sites,
so
the
parents
that
are
sending
their
children
to
those
sites
don't
have
to
pack
lunch
because
lunch
will
be
provided
for
them
and
then
one
of
the
key
foothills
in
open
space.
We
did
a
land
trade
just
off
collister
that
will
provide
additional
access
into
the
poll
cap
reserve
and
that
land
trade.
I
think
we
did
.4
acres
of
land
and
we
got
3.4
acres
back
on
that
trade.
Q
So
a
couple
of
things
in
22:
we
do
have
a
plan
to
update
the
impact
fee
plan
by
the
end
of
the
year,
so
that
will
be
coming
to
excuse
me
to
council
sometime
after
the
fall,
so
we
one
of
our
after
school
programs
is
at
hawthorne
elementary
school
and
for
the
past
two
years
the
boys
and
girls
club
has
operated
that
program
and
it
looked
like
this
year.
Q
They
may
not
do
that,
but
now
it
turns
out
that
they
are
going
to
do
it,
and
so
we
have
found
funding
in
our
own
budget
to
be
able
to
just
move
what
we
were
doing
at
hawthorne.
We're
going
to
go
to
hillcrest
and
hillcrest
was
the
next
on
our
analysis,
listing
of
high
need
after
school
programming.
So
we're
still
working
on
getting
the
details
worked
out.
Q
Q
Q
One
is
the
molinar
park
in
southwest
boise,
where
we
don't
have
any
other
parks
near
molinar,
we're
doing
almost
a
complete
build
out
of
amenities
at
that
park
and
then
at
the
bottom.
There
you
see
veteran
sunset
and
pine
grove
park,
amenities,
pine
grove
when
we
acquired
it
was
a
pasture
and
when
we
put
it
on
a
list
to
get
greened
up
and
get
amenities,
there
was
just
a
smattering
of
single-family
homes
around
there
and,
if
you're
familiar
with
that
area,
now
it's
completely
built
out
with
both
single
and
multi-family
units,
and
it
was
ingenious.
Q
I
wasn't
here
so
I
can't
take
credit
for
it.
So
I'll
tell
jim
hall
for
buying
that
property,
because
who
would
have
known
around
that
little
area
would
turn
out.
You
know
with
the
density
that
it's
turned
out
and
so
having
a
park
right.
There
is
absolutely
the
perfect
location
that
this
mayor
and
council
want
to
see
in
those
dense
locations,
and
then
we've
got
some
security
upgrades
at
the
zoo.
That
will
be
that
we'll
be
implementing
in
the
course
of
this
year.
Q
The
n
morrison
fountain,
I
put
it
on
22
we're
actually
starting
that
project
in
21,
we're
not
sure
just
based
on
the
way
construction
is
going
if
we'll
get
it
done
before
the
end
of
the
year.
So
we
put
it
on
as
a
potential
finish
up
in
22
and
you're
familiar
with
all
our
green
belt
projects.
We
have
five
of
them
going
and
they'll
roll
through
into
the
fall
and
early
winter.
Q
As
long
as
we
can
jimmy
smiling
because
yes
take
detours
every
day
now
right
jimmy
as
long
as
we
can
get
concrete
and
keep
it
moving,
then
we'll,
hopefully
get
all
those
repairs
done
sometime
this
fall
and
that's.
D
Madame
mayor,
thank
you
so
much
doug.
I
just
wanted
to
ask
one
question
on
behalf
of
a
constituent
about
the
boise
river
greenbelt
improvement
projects
are
those
being
rolled
out
in
a
way
that
detours
are
easy
and
accessible
where
you
don't
have
to
like
go
way
around
or
anything
like
that.
How's
how's
that
looking.
Q
Madam
mayor
councilmember,
woodings,
we're
doing
our
best
with
that
it
looks
like
most
of
the
detours
are
pretty
easy,
easily
accomplished,
like
the
9th
americana,
for
example,
we're
just
going
on
the
south
side
of
the
river.
So
that's
an
easy
detour,
but
in
some
cases
we
just
there's
no
other
option
than
to
get
people
out
on
the
road,
because
there's
nothing
else
that
we
can
do.
Q
But
we
do
take
that
into
account
from
the
design
standpoint
and
we're
we're
trying
to
do
as
many
of
these
at
the
same
time
as
we
can
too,
which
is
painful,
but
then
it's
just
done
with,
and
then
we
can.
You
know
we
can
be
done
with
it,
but
it's
it's.
It
is
a
a
well.
We
celebrated
our
50
years
in
19
so
and
it
was
all
asphalt
and
so
there's
going
to
be
a
lot
of
repairs
in
the
future.
K
Yeah,
thank
you
doug.
Thank
you
for
the
work
that
you've
done
and
continue
to
do.
It's
it's
extraordinary
and
the.
I
truly
believe
that
our
park
system
and
open
spaces
are
one
of
the
major
reasons
people
want
to
live
here
and
are
moving
in
droves
and
I
feel
for
the
the
individual
that
had
to
go
through
covet
19
in
their
500
square
foot
apartment
in
new
york
city
and
we're
so
lucky
to
have
access
to
these
spaces
and
we're
able
to
stay
sane
as
a
result.
I
also
it's
remarkable.
K
K
K
So
thank
you
and
I
my
only
question
is
I
I
know
zuboisi,
which
I
100
support
and
love
has
considered.
You
know
continues
to
lose
animals
and
that
happens
are.
Are
we
keeping
up
with
replacing
those
those
animals
and
continuing
to
invest
in
that
area?.
Q
Madam
mayor
council
member
tom,
said
yes
on
the
zoo
any
time
and
unfortunately
we
just
lost
our
tiger.
I
believe
a
week
and
a
half
ago
through
an
unfortunate
situation.
But
yes,
we
because
we
are
an
aza
accredited
institution.
We
have
a
network
of
other
zoos
that
we
can
immediately
replace
animals
with
on
the
tiger,
there'll
be
a
little
delay
because
we're
actually
remodeling
that
exhibit
right
now
and
so
we'll
we'll
be
holding
off
a
little
bit
before
that
happens.
Q
But
we
already
have
plans
on
another
lion
and
yes,
when
we,
and
especially
those
most
popular
animals,
that
we
have
they're
big
attractions
and
on
cottonwood
park
council
member
thompson
is
referring
to
our
almost
fully
accessible
playground.
It's
our
first
one
in
our
system
and
now
all
of
our
playgrounds
will
be
anywhere
from
half
to
three
quarters
fully
accessible.
So
anyone
can
get
on
any
most
of
the
apparatuses
and
that's
why
that
playground
is
so
is
so
popular.
J
Thank
you.
Thank
you.
Doug
doug.
I
just
want
to
thank
you
and
your
staff
for
meeting
the
needs
of
our
working
parents
last
year
was
such
a
challenge
in
so
many
ways,
but
you
know
we.
We
entered
the
pandemic
already
having
a
dire
need
for
child
care
and
the
fact
that
we
were
able
to
turn
those
after-school
sites
into
all-day
centers
to
meet
the
needs
of
our
working
parents.
J
You
know
if
you
have
children
who
are
not
watched
if
you've
got
a
parent
who's
trying
to
work
from
home
and
not
able
to
watch
their
child
or
or
a
parent
who
is
an
essential
worker
and
has
no
choice
but
has
to
leave
and
go
work
at
the
gas
station
or
at
the
grocery
store,
and
the
fact
that
if
you
lived
in
the
city
of
boise
and
you
couldn't
find
child
care,
that
the
parks
and
rec
department
was
there
for
you,
thank
you
very
much
to
you
and
your
staff
for
making
sure
that
that
was
available.
I
Mary
just
comment
in
a
quick
question:
one,
you
know
same
as
everyone
else
thank
you
and
your
staff
for
the
hard
work,
certainly
one
of
like
the
bright
spots,
the
few
bright
spots
of
this
last
year
and
the
impact
that
you
all
made
on
the
community.
Just
it's
phenomenal
you've
mentioned
up
there,
the
kind
of
a
future
investment,
the
hillcrest
hillcrest
after
school
program,
similar
to
the
library.
Q
Q
But
things
always
come
up
and
you
know
we're
not
shy
about
asking
for
those
resources.
Certainly
our
our
penetration
into
the
west
eta
school
district
is
continuing
to
be
something
we
want
to
do.
We
have
one
location
at
mcmillan,
elementary
school
and
frontier
is
our
next
site
that
we'd
like
to
see
at
some
point,
and
so
that's
just
something
that
council
member
woodings
has
on
her
radar
to
look
at
in
the
future
and
so
that
that
would
probably
be
the
next
investment.
I
think
besides
hillcrest,
that
we'd
look
at.
I
Okay,
amanda
mayor
just
quick
follow-up
yeah,
thank
you
for
keeping
us
in
the
loop
there.
I
know
that
this
last
year
there
was
certainly
less
kids.
You
know
at
the
community
centers
at
one
time
and
the
the
kid
the
teacher
or
you
know,
staff
ratio
was
was
certainly
a
little
bit
more
manageable
and
they
definitely
keep
an
eye
on
all
the
kids.
So
if
you
can
keep
us
in
the
loop
there-
and
let
us
know
we
can
do
that,
be
incredible.
D
Madam
mayor,
I
just
have
one
more
question:
doug
since
you're
standing
right
here.
What
is
the
plan
and
the
timeline
for
idaho
ice
world
to
reopen.
Q
Madam
mayor
councilmember
whittings
our
plan
right
now
is
a
mid-august
opening
and
so
we're
in
the
process
of
rehiring
key
team
members
that
we
laid
off
back
in
november
and
we
hope
to
have
that
done
over
the
next
couple
of
weeks
and
then
we'll
start.
Our
plan
is
to
start
building
ice
in
july
and
to
have
the
facility
open
before
school
opens.
H
Adam
here,
thanks
for
figuring
out
how
to
get
the
pools
reopened,
much
appreciated
a
couple
of
questions.
Your
first
bullet
here
on
the
request
this
year
is
impact
fee
plan
and
future
investments.
I'm
assuming
when
you
talk
future
investments,
you're
talking
about
identifying
sites
that
will
help
us
meet
the
10
minute
park
goal
is
that
is
that.
Am
I
correct
on
that?
Yeah.
H
Okay
and
how
much
have
we
budgeted
to
acquire
some
of
those
or
I
know
we'll
I'm
asking
this
because,
as
we
get
to
the
more
detailed
budget
discussions,
I
would
like
to
dig
into
that
make
sure
that
we
have
some
budgeted
for
that,
so
we
can
actually
acquire
some
sites.
Q
H
And
then
last
question-
and
you
know
I've
brought
this
up
before
and
I
think
it's
especially
important
as
we
look
at
our
30
by
30
goals
that
we
I
begin
identifying
sites
in
the
south
east
and
southwest
that
really
give
us
access
to
open
space
for
the
residents
who
live
in
those
areas.
You
know,
we've
we've
got
a
lot
of
land
in
the
foothills,
that's
quite
a
ways
from
the
city
limits
and
and
people
from
all
over
the
city
use
it.
H
R
Madam
mayor
council,
good
morning,
you
have
me
right
before
lunch.
I
don't
know
if
that's
good
or
bad,
but
I
promise
to
be
efficient.
If
you're,
hungry
and
doug
was
made
me
nervous,
he
said
he
was
going
to
talk
so
long
and
push
me
into
lunch.
I
didn't
know
if
that
was
like
a
new
director
initiation
or
something
here.
I
am
so
we'll
get
right
into
it.
Talking
a
little
bit
about
our
fiscal
year,
21
impacts
our
investments
and
we'll
start
off
with
new
leadership,
and
it
just
has
to
be
said
anytime.
R
R
We
did
just
purchase
two
replacement
fire
engines
they're
in
service
now
for
station
two
and
station
nine,
and
we
just
appreciate
your
continued
investment
in
that
that
is,
a
community
investment
there's
a
chief
knowing
that
our
fleet
is
up
to
date
and
reliable
when
they
respond
both
for
our
firefighter
safety
and
for
the
community.
We
really
appreciate
that
continued
investment
into
a
fleet
replacement
plan
we're
getting
ready
to
graduate
15
new
firefighters.
Again,
we
appreciate
that
investment.
That's
to
keep
us
whole,
that's
just
to
replace
the
retirees
that
we
have.
R
So
we
can
maintain
that
service
level
to
the
community
without
gaps
really
appreciate
that
investment
I'll
speak
briefly
on
the
kova
19.
two
fronts
that
were
really
takeaways.
For
me,
one
was
the
vaccine
clinic
and
we
appreciate
the
partnership
with
parks
and
with
public
works
to
get
that
vaccine
clinic.
It
was
basically
a
mass
vaccination
site
for
first
responders
over
840
police
officers,
firefighters,
paramedics,
dispatchers
jail
staff.
R
They
were
able
to
get
vaccinated
when
that
first
round
came
out
to
put
them
at
ease
they're
on
the
front
lines
and
to
put
their
families
at
ease
was
very
important.
So
we
greatly
appreciate
that
partnership
that
we
had
and
then
the
rapid
response
vehicle
for
covid
when
coveted,
was
at
its
height.
R
Station
six
is
still
set
for
the
remodel
this
year.
That'll
start
in
august,
so
that
station
six
crew
will
be
moving
down
to
station
18..
Again,
that's
a
commitment
to
the
community
that
you
all
make
to
make
sure
our
facilities
are
maintained,
wells
for
our
firefighters,
they're,
safe
for
our
firefighters,
but
they're,
also
safe
for
the
community
when
they
come
and
visit.
These
are
community
centers.
We
take
pride
in
that
so
to
be
able
to
maintain
those
appropriately
is
very
important.
R
We
did
have
a
cooperative
cardiac
monitor
purchase
through
our
access
system.
That's
our
ems
system,
that
council
president
clay
chairs
and
we
were
able
to
save
about
sixty
thousand
dollars
simply
because
we
decided
to
do
a
joint
purchase
with
likes
like
equipment
through
our
ems
system.
Very
proud
of
that
that
we
got
those
new,
cardiac
monitors
in
place
and
then,
lastly,
our
standard
to
cover
that
was
a
project
that
was
in
place
when
I
arrived.
R
We
are
in
the
final
stages
of
that
and
we'll
have
a
report
to
you
shortly
on
our
on
our
findings.
With
regards
to
the
standard
of
cover
moving
into
fy
22,
some
big
projects
on
the
horizon,
the
northwest
we've
had
some
discussions
about
that
as
I've
been
before
you
in
the
past.
Looking
for
the
right
place
for
that
northwest
station,
we
are
getting
closer
and
look
forward
to
having
something
to
you
in
the
near
future.
R
On
that
I
did
bring
station
five
about
a
month
ago
and
the
plan
for
that
moving
forward.
Again,
that's
a
rendering
the
final
draft
and
the
final
version
of
that
will
be
done
as
we
move
forward,
but
that
will
be
a
big
fy,
22
lift
and
then
station
six
will
move
into
fy
22.
As
that
project
is
completed
on
the
renovation.
R
While
then,
I
have
to
mention
that
we
will
have
another
busy
wildland
season.
It
seems
like
every
year
we
say
it's
going
to
get
worse,
but
the
droughts
have
continued
and
the
fuels
are
out
there
just
as
much
as
they
have
been
in
previous
years.
If
not
worse,
we've
been
getting
information
almost
weekly
on
what
that
season
looks
like
and
again
it
looks
very
busy.
We've
already
started
our
efforts
in
our
wildland
urban
interface
area
on
education
and
also
doing
some
tipping
and
then
preventative
work
as
well.
R
So
we
are
ready
here
at
home,
we'll
also
probably
get
requests
to
deploy
when
needed
across
the
west
with
that
season.
Coming
recruit
academy,
we'll
have
another
one
in
fy,
22
again
just
to
keep
up
on
the
retirements,
to
make
sure
that
we
stay
whole
and
continue
to
offer
service
to
the
community
without
delay.
We
have
two
service
contract
increases.
One
is
with
our
dispatch
center,
so
ada
county
sheriff,
as
you
know,
dispatches
for
our
fire
department.
R
We
see
a
slight
increase
in
that,
as
well
as
our
access
jpa,
with
some
new
initiatives
that
that
group
will
be
moving
forward.
We
do
have
some
training
center
improvements,
some
site
work
and
fencing.
That's
some
of
the
continued
ongoing
expansion
of
the
training
center
that
has
been
discussed
since
that
center
was
built.
We're
excited
to
continue
that
work
and
then
vehicle
replacements
as
part
of
that
comprehensive
fleet
replacement
plan.
R
Again,
that's
investment
in
the
community,
making
sure
that
we
have
apparatus
and
a
fleet
that
is
very
reliable
when
we
respond
and
the
last
one
self-contained
breathing
apparatus.
I
know
we
hate
acronyms
in
fire.
We
have
lots
of
them,
but
the
scba
replacement.
Those
are
due.
Those
are
on
a
cycle
and
a
schedule
for
replacement.
R
We
applied
for
a
federal
grant.
Last
year
we
didn't
move
forward
this
year.
We
took
a
regional
approach,
so
we
entered
into
a
grant
with
eagle
fire
department
and
middleton,
who
also
had
scbas
that
needed
to
be
replaced.
Just
this
week
we
got
some
feedback
from
fema
that
we're
going
to
the
next
step
in
that
grant
process,
which
is
a
very,
very
good
sign.
That's
a
big
ticket
as
far
as
what
we
can
pick
up
from
the
federal
government
helping
to
pay
for
those
replacements.
We
feel
very
good
about
that.
B
H
Thank
you.
Well,
thank
you
for
mentioning
the
jpa
ems
process.
I
think
we're
just
at
a
point
where
we'll
begin
to
see
some
real
dividends
in
terms
of
of
service
efficiencies,
quick
question
for
you
too.
Actually
the
the
training
center
improvements,
we've
long
talked
about
getting
to
a
point
where
that
training
center
might
be
available
to
others
in
the
region.
How
close
are
we
to
that.
R
Council
president
clay
great
question-
and
I
will
just
report
to
you
that
we're
there
I
talked
to
our
our
interim
training
chief
steve
rozullo.
He
has
opened
that
center
up
to
our
allied
agencies.
I
know
eagle.
Fire
has
been
down
there
quite
a
bit.
We
just
had
fire
ups
101
at
that
center,
and
the
plan
moving
forward
is
to
continue
to
open
that
up
to
those
that
wish
to
participate.
H
And
well,
I
doubt
that
that
will
end
up
making
money.
Will
it
there
will
be
some
revenue
associated
with
that.
H
R
Do
you
know
believe
it's
60
40.?
I
will
confirm
that
I'll
follow
up
on
that.