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From YouTube: Public Works Commission Regular Meeting
Description
November 3, 2021
C
A
F
C
A
A
G
A
A
A
C
A
B
B
A
H
There
we
go.
Thank
you
so
today,
we'll
I'll
be
giving
a
overview
on
our
facility
management.
Some
some
changes
that
are
pending
there,
I
will
be
covering
part
of
the
presentation
with
me-
is
yorick
tatascany,
who
manages
our
facilities
and
operations,
team
and
so
he'll
be
covering
the
back
half
of
the
of
the
presentation.
H
H
H
At
first
I
thought
I
was
just
imagining
it,
so
the
our
facilities
have
been
decentralized
about
the
the
closest
that
we
had
say.
20
years
back
to
a
centralized
function
was
what
we
used
to
call
government
buildings
who
took
care
of
really
city
hall
and
maybe
a
few
other
odds
and
ends
building
type
things,
and
it
kind
of
bounced
around
in
different
departments
landed
in
public
works
about.
I
think
it
was
about
2001.
H
and
in
the
since
then,
we've
I
think
public
works
has
kind
of
brought
a
little
more.
Our
our
traditional,
like
systematic
approach
to
facility
management
yeah
about
10
years
ago.
We
took
the
first
step
toward
consolidating,
and
that
was
to
to
bring
in
our
fire
station
the
building
maintenance
aspect
of
it
into
again.
H
What
was
then
called
government
buildings
and
really
kind
of
started
started
that
that
path
down
that
road
and
in
in
the
more
recent
times
we
formed
my
my
division,
the
facility
program
group
about
four
years
back.
I've.
I've
spoke
to
that,
at
least
for
many
of
you
a
few
times
before,
but
the
idea
was
to
really
bring
facilities
as
a
as
a
program
where,
cradle
to
grave,
where
part
of
our
team
plans
designs
overseas
construction.
H
Part
of
the
team
headed
by
yorick,
is
our
facility
services
and
operations
group,
and
we,
we
kind
of
rebranded
from
facili
from
government
buildings
label
to
really
better
accurately
describe
what
we
do.
The
facility,
the
services
part
of
facility
services
and
operations
or
fso
we
often
abbreviate
it
services
part,
is
things
like
room
setup,
the
chairs
get
here,
and
we
need
different
configurations
that
all
all
that
kind
of
funnels
through
a
work
order
system
that
the
fso
team
does
things
like
moves.
H
Those
kind
of
kind
of
day-to-day
services
that
kind
of
keep
keep
us
keep
us
running
the
operations
part
is
everything
from
planning
planning
future
remodel
needs
evaluations
like
I've.
I've
talked
to
the
commission
several
times
about
kind
of
our
long-term
strategy
for
for
our
facilities
as
well
as
kind
of
the
more
day-to-day
things
of
ensuring
that
our
building
temperature
controls
and
and
system
is
working
right,
planning,
repairs
of
our
everything
from
like
our
building,
chillers
to
re,
replacing
lights,
etc.
H
It's
really
kind
of
a
whole
gamut
again.
Some
some
are
are
much
more
kind
of
planned
out
in
the
future,
and
others
are
much
more
like
short-term
kind
of
more
reactive
things
and
so
the
that's
kind
of
how
we've
we've
been
operating
and
again,
we've
kind
of
brought
the
new
buildings,
together
with
the
with
the
operating
piece
to
try
to
have
a
much
tighter
connection
so
that,
as
we
build
things,
we
really
understand
the
issues
that
are
involved
in
long-term
long-term
maintenance,
so
that
we
can
really
kind
of
think
more
longer
term.
H
About
a
year
and
a
half
ago,
we
initiated
a
study
really
through
the
was
led
through
the
mayor's
office,
and
it
was
part
of
what
we
call
a
priority-based
budgeting
effort
or
pbb,
as
we
love
to
call
it.
We
like
acronyms
and
and
what
priority-based
budgeting
is,
is,
is
kind
of
a
two-fold
effort.
One
is
to
make
really
to
look
at
where,
where
the
city's
spending
our
resources
and
making
sure
that
we're
really
aligned
with
spending
resources
in
our
in
our
right
priority
areas,
the
other
part
of
pbb
looks
at
are
there?
H
Are
there
functions
that
we
perform?
Are
there
ways
to
do
things
more
efficiently
and
that's
really
kind
of
the
the
what
really
started
the
this
latest
effort,
and
that
was
really
to
look
at
how
we
manage
our
facilities?
Is
there
a
better
way
to
do
it?
I
call
it
a
consolidation
study.
We
didn't
start
off
saying
how
do
we?
H
In
terms
of
I
keep
using
the
example
of
like
ice
world,
we
think
it
makes
sense
for
us
to
take
care
of
the
building
heating
cooling
system,
probably
best
to
leave
parks
to
to
drive
the
zambonis
and
exactly
where
that
line.
Exactly
what
scope
really
makes.
The
most
sense
to
move
into
the
building
management
area
is,
is
yet
to
be
determined
in
new
york.
We'll
talk
a
little
bit
about
future
steps
there.
H
The
the
recommendation
came
to
consolidate
under
fso,
as
opposed
to
consolidate
under
library
is,
is
just
became.
If
I
can
toot
you,
yorick's
horn
for
a
minute
really
became
very
clear
that
his
his
processes,
his
organization,
he
just
had
more
resources,
was
really
like
much
more
sophisticated,
much
more
where
we
want
to
go
as
a
facility
maintenance.
H
H
H
Yorick's
team
is
in
the
building,
is
in
the
business
of
managing
buildings,
and
let
let
him
focus
on
that
and
let
library
folks
focus
on
what
they're,
what
they
know
best.
That's
kind
of
what
led
to
this
point
and
so
I'm
gonna
hand
it
off
to
to
yorick
who
will
talk
a
little
bit
more
about
the
the
plans
how
they've
evolved
where
we're
at
and
kind
of
where
we're
headed
next
so.
I
And
so
we
want
to
lay
that
out
and
set
that
out
there
and
then
also
we'll
look
at
is
things
like
their
workflow
workflow
processes.
So
what
would
be
some
challenges
as
well
as
opportunities?
So
an
example
of
a
challenge
might
be
the
libraries
are
open
to
the
public
seven
days
a
week.
Our
team
mate
operates
monday
through
friday.
I
Their
team
currently
has
people
staffed
on
on
saturdays,
and
so
how
do
we
accommodate
that?
Because
the
goal
is
really
not
to
just
keep
separate
teams
at
four
separate
departments:
it's
really
to
bring
them
in
to
our
team
and
and
then
how
we
function
and
how
we
function
as
we
rotate
through
facilities.
So
we
get
cross-training
and
and
get
people
get.
You
know
avoid
the
burnout
and
things
like
that.
I
I
Maybe
it's
just
economies
of
staff
time
I
think
primarily,
is
what
we'll
be
looking
at
there
and
then
costs
you
know
what's
being
spent
and
how
so
evaluate
those
things
and
also
assess
current
staffing
levels
so
develop
an
organizational
chart
to
where
or
I
guess
evolve
ours.
So
we
know
how
we
can
better
serve
these
other
departments.
How?
How
are
we
gonna
manage
the
folks
out
in
the
field?
I
To
implement
the
cmms,
the
solution
that
the
city
identified
seven
eight
years
ago
and
so
we'd
like
to
start
implementing
that
starting
this
year
and
in
large
part
just
to
know
basically
an
accounting
of
all
the
buildings
and
assets
that
are
out
there
so
understand
what
we'll
be
taking
over
and
then
also
you
know,
start
tracking
data.
So
we're
you
know
the
work
orders
against
those
assets.
You
know
what
what
what?
What?
Where
are
we
putting
our
time?
I
But
we
know
that
we'll
continue
with
things
like
the
cmms
implementation
and
data
tracking
to
help
inform
how
we
move
forward
with
assimilating
these
other
departments,
maintenance
teams
and
into
our
team
and
probably
do
things
like
start
consolidating
services
like
the
contracted
services,
janitorial
and
so
on.
When,
when
contracts
come
due
consulting
and
consolidating
those,
and
then
you
know
the
assimilation
of
the
maintenance
staff
into
our
team,
getting
that
process
going
and
the
ongoing
review
of
performance
data
as
well
as
financial
data.
I
So
recently,
really
recently,
as
we
were
going
through
this
process,
it
turns
out
that
that
there
was
a
person
that
was
responsible
for
one
of
the
maintenance
team
that
left
the
organization
and
that
created
an
opportunity
to
sort
of
accelerate
the
process
with
the
library
so
announce.
We
decided
an
opportunity
to
bring
that
team
in
and
a
lot
a
bit
quicker
since,
since
they're
the
person
they
reported
to
is
no
longer
there
and
so
what
we've
started
doing
before
we
bring
them
in.
I
We
we
want
to
implement
the
the
maintenance
management
system,
get
them
playing
in
the
system,
so
we
can
start
understanding
again
those
things
that
I
talked
about,
where
they
spend
their
time
their
money,
how
they
function
so
so
we've
gone
ahead
and
done
some
staff
training
and
and
got
them
going
in
view
works.
We
wanted
to
align
that
with
the
fiscal
year.
So,
ideally,
if
we
have
a
full
fiscal
year's
worth
of
data
as
we
move
forward,
it's
a
more
complete
data
set.
I
I
An
example
is
library,
staff
is
also
you
know
some
of
their
staff.
They
they
cover
courier
routes
and
things
like
that.
So
when
we
bring
them
into
our
team
that
will
go
away.
So
the
library
also
needs
to
understand
this,
so
they
can
make
the
arrangements
that
they
need
to
fill
those
gaps
when
they
do
occur
and
also
we're
trying
to
establish
a
benchmark.
So
as
we
move
forward,
we
can
evaluate
what
we
what
we
do
moving
forward
to.
You
know
that
that
that
benchmark
here,
which
we
hope
to
be
fy,
22.
G
A
E
Yes,
checker
vet.
I
actually
have
a
sort
of
a
several
tiered
question.
The
the
first
thing
that
I'm
interested
in
knowing
is
what
is
the
because
you
talked
about
staff
members,
but
also
contractors.
So
what's
the
proportion
of
direct
staff
who
are
affected
versus
contract
work?
That's
you
know,
I
think
it's
it's
very.
It
makes
sense
to
consolidate
contract
work,
but
when
we
start
to
talk
about
staff
who
are
being
affected,
what
does
that
look
like,
like
actual
facilities,
staff
who
are
on
the
ground
doing
the
work.
I
E
Right
because
I
think
I
think
it's
sort
of
where
I'm
going
is
as
soon
as
I
hear
efficiencies
and
it
makes
sense.
But
then
it's
you
know
when
I
went
to
boise
state
and
we
had
someone
new
come
in
and
she
was
going
to
revamp
associates
and
she
did
a
great
job
and
they
saved
money
and
they
definitely
were
much
more
effective.
But
the
the
sort
of
byproduct
of
that
is
that
the
folks
who
were
actually
dealing
with
all
the
facilities
work
had
additional
burden
placed
on
them.
E
And
so
I
just
wonder
what
that
looks
like
to
them
and
has
there
been
any
sort
of
conversations
happening
with
the
people
who
are
actually
on
the
ground,
doing
the
work
and
and
what
does
this
new
consolidation
mean
for
them?
Does
it
mean
that
they
are
they're
having
to
move
from
facility
to
facility?
E
I
Yeah,
that's
a
great
question
so
so
like
on
the
staffing
question,
I
think
we're
looking
to
actually
bring
more
staff
in.
So
when
we
look
at
the
groups
and
the
teams
we're
going
to
bring
in
what
we're
looking
at
is
okay,
what
is
their
expertise
and
then
also
what
is
their
current
role
in
the
organization.
So
the
idea
is
to,
like
you
know,
as
we
look
at
the
org
chart,
is
not
to
demote
anybody.
I
I
There
is
a
change
management
element
to
all
of
this
as
well
and
that's
underway,
and
and
yes,
the
the
the
folks
involved,
have
been
involved
or
part
of
the
discussion
and
have
had
the
opportunity
to
have
input
as
well
as
far
as
their
day-to-day
life
changing.
I
think
that
that
yes,
it
will
like,
like
I
mentioned
earlier,
we
will
be
assimilating
into
our
team
and
our
work
process,
but
we
also
think
that's
a
bit
of
a
benefit
because
it
will
prevent
burnout
by
shifting
folks
around.
I
We
also
think,
like
things
like
on
call,
currently,
you
have
three
individuals,
for
example,
at
the
library
that
are
that
are
on
call
and
they
rotate.
I
think
one
month
on
you
know
one
month
at
a
time
through
the
three
of
them
and
and
so
now
we're
looking
at
you
know
rotating
through
more
folks
for
less
amount
of
time
each
time.
I
H
Chair
and
commission-
just
maybe
one
one
more
thing,
just
to
kind
of
add
on
to
that.
The
efficiencies
that
we're
talking
about
we're
not
talking
about
coming
in
and
like,
I
think
to
your
point,
is
like
you
know,
exiting
out
half
the
people
and
we
can,
but,
but
frankly,
a
lot
of
it
is
really
leveraging
folks
so
that
we
can
do
a
much
better
job.
H
With
with
the
folks
that
we
have
and
again
that's
part
of
where,
like
that
that
computer
maintenance
management
system
comes
in
is
like,
we
can
make
sure
that
we're
not
forgetting
forgetting
to
change
the
filters
and
that
etc.
And
so
I
think
a
lot
of
it
is
better
outcomes.
And
we've
talked
a
lot
about
our
gains,
not
necessarily
in
immediate
immediate
operational
savings,
but
more
about
avoiding
how
quickly
we're
going
to
have
to
add
folks
and
avoiding
like
more
expensive
repairs.
F
Well
and
a
comment
too,
I
did
write
down
climate
action,
so
it
did
occur
to
me.
Thank
you
for
mentioning
that,
because
I'm
thinking
total
cost
of
ownership
is
going
to
definitely
come
into
play
as
you're
working
on
your
climate
action
goals.
So
it
was
very
nice
to
hear
that
I
almost
wanted
to
ask
asses
first.
How
are
you
able
to
say
how
many
buildings
there
are
that
the
city
of
boise
has
and
manages
they
own
these
buildings?
They.
G
F
H
Chair
and
commissioner,
we
can
pro
we
can
pull
together
quickly.
A
summary
to
be
honest,
part
of
it
is
like
what
do
you
consider
a
building
like
the
parks?
Restrooms
or
you
know,
we
we've
we
really
kind
of
considered
occupied
structures
is,
is
our
focus
off
the
top
of
my
head?
I
believe
that
there
are
somewhere
in
the
range
of
100.
H
I'm
not
to
be
to
be
honest,
like
I,
I'm
not
I'm
not
really
sure,
because
again
it's
like,
if
we,
we
haven't,
really
focused
a
whole
lot
on,
like
airport
facilities,
etc,
but
we'd
be
happy
to
pull
together
a
a
summary
of
kind
of,
like
all
the
city
facilities,
here's
here's
what
are
currently
in
our
portfolio
today.
Here's
what
we
anticipate
as
we
take
this
this
next
step
with
with
library
and
park
so
be
happy
to
provide
that.
A
G
I
just
want
to
make
a
quick
comment.
You
know,
as
everybody
here
knows,
the
voters
returned
an
overwhelming
yes
on
the
ballot
issue
last
night
and
I
think
they
did
that
because
they
received
a
lot
of
good
information,
detailed
information,
engineering,
information
about
what
the
bond
would
mean,
both
financially
and
in
terms
of
the
long-term
sort
of
productive
future
of
our
city
and
the
voters
received
that
information,
because
this
commission
and
the
public
works
department
did
a
massive
amount
of
work
in
the
last
four
years.
G
The
plan
reflects,
I
think,
what
the
public
wants
through
that
public
outreach
work
that
flowed
up
and-
and
the
yes
shows
you
know
so
easy
to
ignore,
but
the
yes
shows
that
the
community
is
so
behind
the
work
that
this
commission
is
doing.
So
thank
you
to
the
commission
of
the
public
works
department
to
the
current
chair
to
the
previous
chair.
Who
may
have
his
camera
off.
G
E
Commissioner,
I'd
like
to
second
that
as
well
every
time
I
got
any
kind
of
information
in
the
mail,
I
tried
to
look
at
it
as
the
lens
of
someone
who
didn't
know
anything
about
it
and
it
was
informative.
It
was
easy
to
understand.
I
think
that
the
public
works
department
did
an
excellent
job
of
conveying
that
information.