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From YouTube: Public Works Commission
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A
And
to
kick
things
off,
I
will
start
with
calling
the
roll.
A
B
A
A
E
Yeah
and
chair
commission
members
I'll
be
filling
in
for
Steve
just
for
the
next
few
minutes
and
until
he's
able
to
arrive,
he
had
a
conflict.
But
as
chair
as
you
mentioned,
we
have
two
agenda
items
up
for
you
today.
The
o
m
presentation
on
the
budget
which,
as
you
all
remember,
is
one
in
the
series
of
budget
presentations.
E
So
Matt
will
walk
us
through
that
and
then,
after
that
presentation
all
present
on
the
interviews
that
we've
conducted
with
Public
Works
Commissioners
and
some
re
some
recommendations,
draft
recommendations
for
discussion
about
Public
Works
Commission
in
the
future.
So
look
forward
to
both
those
agenda
items
and
with
that
I
will
turn
it
over
to
Matt.
C
C
F
All
right,
thank
you
very
much,
Colin
members
of
the
commission.
It's
a
pleasure
to
be
here
this
evening.
My
name
is
Matt
Millis
I'm,
a
public
works,
Enterprise,
Revenue
manager
and
I
would
like
to
quickly
go
through
our
projected
fiscal
year.
2024
maintenance
and
operation
budget
with
you
here
this
evening,
so
bear
with
me
as
I
make
sure
my
controls
work.
F
So
this
presentation
follows
a
series
of
presentations
that
we
have
made
and
will
make
as
we
are
preparing
for
the
fiscal
year
2024
budget
process
and
budget
recommendations
that
will
ultimately
go
on
to
the
city
council.
F
We
may
talk
a
little
bit
about
a
number
here
and
there
looking
forward
past
2024,
but
what
we're
looking
for
is
a
recommendation
just
for
the
fiscal
year
2024
budget,
with
this
presentation
we're
making
just
an
information,
only
presentation
not
requesting
a
specific
action,
but
as
we
walk
through
our
process,
we
will
be
ultimately
coming
back
to
the
public
works
Commission
in
our
next
meeting,
requesting
a
recommendation
to
proceed
forward
to
the
city
council
with
the
capital
Improvement
budget,
the
O
M
budget
that
we'll
discuss
this
evening
and
then
ultimately,
a
cash
flow
and
rate
recommendation
budget
that
we'll
discuss
next
month
in
May.
F
So
we
do
this
process
every
year.
We
we
do
it
at
a
little
bit
different
timelines,
but,
generally
speaking,
we
start
off
with
a
budget
overview
in
about
January
or
February,
and
then
we
move
on
to
the
capital
budget.
We
discuss
that
in
great
depth
last
month
and
we'll
recap
that
just
a
little
bit
today,
but
the
real
primary
focus
is
going
to
be
on
the
operation
of
Maintenance
and
I
would
say
that
of
all
the
budget
preparation
processes.
F
This
is
by
far
the
most
intensive
and
a
lot
of
just
real
granular
detail
that
has
to
come
out
to
be
able
to
formulate
these
budgets.
So
I
saved
my
eight
hour
presentation
of
getting
into
all
the
details
to
just
kind
of
go
through
this
in
a
quick
summary
manner.
So
I'll
stop
here
and
there
for
questions.
But
if
you
have
any
questions
that
come
up,
please
please
don't
hesitate
to.
Let
me
know
so.
F
First
of
all,
what
is
the
maintenance
and
operation
budget,
so
you
may
hear
me
say:
maintenance
and
operation.
That
is
what
we're
trying
to
refer
to
as
our
maintenance
and
operation
or
sometimes
I
will
revert
back
to
calling
it
an
operation
and
maintenance
budget.
So
it
kind
of
means
the
same
thing
as
we
go
through
the
discussion
tonight.
F
Cher
gravatt
I
think
you
said
one
time
that
I
think
you
said
that
money
can
have
a
lot
of
different
names,
but
in
the
end
it
still
spins
the
same
at
the
end.
And
so
what
I'd
like
to
talk
about
just
really
quickly
is
is
what
some
of
the
detailed
aspects
of
our
operation
or
I'm
sorry,
maintenance
and
operation
budget
includes,
but
in
the
end
kind
of
boil
it
down
to
a
q.
F
A
few
key
indicators
that
we'll
use
through
out
the
presentation,
as
we
discuss
different
graphs
and
charts
Revenue
sources,
that
we
utilize
in
the
maintenance
and
operation
budget
are
focused
on
the
revenues
that
we
receive
for
the
services,
provided
that
could
be
your
water
enough
renewal
bills
that
are
charged
to
both
residential
as
well
as
commercial
customers.
F
F
That
is
the
bulk
of
our
revenues
for
our
maintenance
and
operation
for
the
public
works
funds.
We
also
include
in
our
revenues,
interest
income
and
that's
essentially,
an
interest
earning
that
we
receive
on
cash
balances
that
we
have
on
hand
just
like
you
might
receive
an
interest
income
from
your
checking,
account
balance
or
a
money
market
fund.
We
receive
that
as
well.
We
also
have
the
20
Mile
South
Farm,
which
generates
about
four
million
dollars
a
year
in
annual
crop
sale,
revenues
which
helps
to
support
the
water
renewal
fund,
and
what
that
does
is.
F
It
is
actually
a
excellent
way
of
how
we
are
buying
down
the
costs
of
the
water
renewal
services
that
ultimately
reduce
the
amount
to
be
paid
by
the
end
users
for
a
water
renewal
system,
and
then
we
also
have
staff
reimbursements,
where,
as
we
do
different
services
for
different
funds,
we're
paid
for
the
the
time
and
the
cost
of
our
our
employees
involvement
on
the
expenditure
side,
we
have
three
primary
categories.
As
we
look
at
the
graphs
as
we
go
forward,
this
presentation,
you'll
see
Personnel
expenses,
mno
expenses
and
depreciation
expenses.
F
The
Professional
Services
that
we
incur
to
do
planning
and
you
know,
specific
services
that
are
outside
of
the
the
skill
set
of
our
our
current
employees,
the
cost
of
utilities,
which
would
be
power,
gas,
water,
Solid,
Waste
that
we
receive,
or
that
we
incur
as
we
go
through
our
normal
operations
of
our
facilities
and
then
also
minor
repair
maintenance,
which
is
things
such
as
a
carpet
replacement
or
a
window
replacement
or
a
valve
replacement.
Something
that's
relatively
small,
but
still
needs
to
be
replaced.
F
And
then
finally,
depreciation
depreciation
is
is
kind
of
a
an
accounting
convention.
But
it's
a
very
good
indicator
of
how
much
we
need
to
reinvest
back
into
our
system
as
our
assets,
age
and
wear
and
so
forth.
So
as
we
talk
about
mno,
this
is
really
what
we're
we're,
including
is
just
kind
of
the
day-to-day
cost
of
paying
our
people
operating
our
keeping
the
lights
on
keeping
the
water
coming
into
the
buildings
and
then
also
just
kind
of
fixing
and
and
replacing
the
small
items
that
need
to
be
addressed
on
a
on
a
day-to-day
basis.
F
F
We
don't
have
to
tell
you
guys,
but
Boise
is
a
fantastic
place
to
be.
Boise
has
been
a
real
star
as
it's
come
to
recovery
from
the
the
pandemic
and
some
of
the
economic
woes
that
we
have
seen
across
the
country.
F
So
we're
very
positive
about
the
position
that
Boise
is
is
in
we're
seeing
below
national
unemployment
rates,
we're
seeing
our
house
prices
coming
down
slightly
from
quite
the
high,
which
is
allowing
more
growth
and
more
people
to
move
into
the
community,
we're
seeing
our
airport
traffic
increasing
as
much
as
37
percent
since
2021.
F
In
fact,
this
last
year
has
been
the
highest
of
the
four
years,
the
last
four
years
at
airport
traffic,
we're
seeing
Idaho
growing
at
the
second
fastest
rate
in
2022
in
the
whole
nation,
about
1.8
percent
and
last
year
we
just
kind
of
crossed
over
the
2
million
person
Mark,
which
is
actually
a
notable,
might
not
be
notable
for
New
York,
but
it
is
notable
for
for
Idaho
and
then
also
we're
seeing
inflation
declining
below
the
all-time
high
from
last
year.
But
we're
still
seeing
about
six
percent
cost
inflation.
F
We
do
have
some
other
challenges.
We
talked
a
little
bit
in
our
initial
budget
overview
that
there's
still
some
supply
chain
issues
that
we're
struggling
with
and
so
forth,
but
overall
the
economic
outlook
for
Boise,
which
directly
impacts
our
costs,
is
looking
quite
positive.
F
So
growth
rate
we
have
seen
seen
historically
about
a
one
percent
increase
in
growth,
which
can
include
both
population
increases
a
number
of
new
homes.
New
housing
starts
as
well
as
new
businesses
at
about
one
percent
within
the
Boise
Community
for
for
many
years
consistently.
F
We
will
be
talking
to
you
in
the
next
meeting
about
what
the
rate
increases
will
look
like
on
top
of
just
the
increase
in
connections.
We
also
look
at
what
our
interest
income
would
be.
I
don't
have
a
specific
number
of
what
exactly
treasury
is
earning
on
their
Investments,
but
it
is
much
higher
than
the
1.15
percent.
As
we
do
our
budgeting.
We
want
to
be
conservative
and
we
have
estimated
about
1.5
percent
earnings
on
our
annual
cash
balances
within
the
different
funds
within
Public
Works
for
personnel
expenses.
F
We
typically
would
assume
about
a
three
percent
cost
in
salaries
and
wages,
as
well
as
those
Associated
benefits
that
are
kind
of
directly
pegged
to
the
cost
of
the
salaries
and
wages
health
benefit
costs
have
been
just
a
little
bit
more,
where
we
estimate
four
percent
per
year
for
the
cost
of
Health
Health
Services
for
our
employees
and
then
finally,
we
have
maintenance
and
operations.
F
So
as
we
do
our
budgets
and
create
our
maintenance
and
operation
plans,
the
numbers
that
we
ultimately
fall
on
have
a
great
direct
impact
upon
the
rates
that
we
charge
to
our
customers.
So
naturally
we
want
to
make
sure
that
we
are
optimizing
and
forecasting
the
least
amount
of
expenses
that
we
possibly
can.
F
So
what
we
have
generally
done
is,
as
we
go
through
our
process,
we
look
at
essentially
each
accounting
unit
and
each
fund,
or
each
account
line
by
line
working
with
our
division
heads
to
really
forecast
what
their
expenses
and
needs
are.
So
just
to
put
that
in
perspective,
we
have
about
17
accounting
units
with
about
40
accounts,
so
we're
looking
at
maybe
600
individual
accounts
that
we
have
to
look
at
one
by
one
to
make
sure
that
we
have
a
realistic
estimate
of
what's
needed
for
2024..
F
In
some
cases,
we
have
things
that
are
driven
by
market
prices
where
we
have
to
say
purchase
chemicals
or
we
have
to
purchase
utilities
and
things
that
are
not
going
to
be
directly
at
the
1.15
percent.
We
work
with
the
division
heads
to
try
to
minimize
the
increases
that
are
needed,
but
at
times
we
still
have
to
go
above
the
1.15
percent
that
we
initially
start
with,
and
so,
as
we
generate
our
budget,
we
do
everything
that
we
can
to
try
to
keep
our
cost
inflation
as
low
as
possible.
F
G
Mr
Matt
I
want
to
get
ahead
of
you.
The
question
on
the
revenue
growth
that
one
percent
is
that
that
one
percent
driven
by
growth
in
the
number
of
services,
or
is
it
Revenue,
increase
on
on
a
REV
existing
Revenue
base,
which
is
just
the
increment
associated
with
new
people
moving
to
town
type
of
thing?
Because
it's
it's
going
to
happen
because
you
got
more
connections
and
that
sort
of
thing
yes.
F
Commissioner,
chair
gravatt,
commissioner
Crowley,
that's
an
excellent
question.
I
would
say
it's
the
latter
of
the
two.
What
that
one
percent
represents?
Is
you
just
have
one
percent
more
connections
that
are
still
paying
that
I'm?
You
know
just
saying
a
Number
forty
dollars
a
month
for
whatever
their
bill
would
be
so
we're
not
yet
taking
into
account
what
rate
increases
would
be
needed
for
2024,
that's
something
we
will
discuss
in
our
next
meeting.
This
is
just
simply
saying
that
we
have
one
percent,
more
connections
that
are
going
to
pay,
that
same
fee.
A
D
You
chair,
I,
had
a
you,
did,
explain
the
general
inflation,
but
I
I'm
still
a
little
bit
confused.
How
do
you?
How
do
you
figure
that
assumption
out,
especially
given,
is
that
something
that's
done
annually,
because
inflation's
been
so
variable
over
the
last
several
years
seems
to
be
coming
down,
but
that
General
inflation
on
operational
maintenance
and
operations?
How
do
you
decide
on
the
1.15
percent.
F
Commissioner
warrants
said:
that's
an
excellent
question.
The
1.15
percent
has
been
a
policy
of
Public
Works
on
what
we
would
increase
our
operation
and
maintenance
expenses.
By
and
add
to
your
point,
it
is
perhaps
a
little
lower
than
what
we've
seen
some
of
the
inflation
rates,
but
the
expectation
is
that
our
division
heads
take
the
budgets
that
we
have
on.
F
Maybe
some
of
these
non-discretionary
items,
things
that
are
not
like
power,
chemicals,
gas
that
have
a
market
price
and
we
ask
that
maybe
more
be
done
to
do
with
less
is,
is
kind
of
the
the
request
and
again
there
are
items
that
truly
we
have
to
make
adjustments
for
if
I,
if
I
had
to
estimate
the
overall.
F
True
maintenance
and
operation
increase,
you're,
probably
looking
at
around
five
percent,
and
that
would
include
many
accounts
growing
at
the
1.15,
where
there's
a
commitment
to
that
amount,
but
then
those
others
expenses
that
just
have
to
be
paid
at
the
market
price.
Did
that
answer
your
question,
commissioner.
Yeah.
F
The
last
few
years,
so
that
is
that
is
true
and
that
is
not
lost
on
on
anyone.
But
our
staff
has
been
excellent
on
being
able
to
work
within
the
budget,
find
new,
Creative,
Solutions
and
and
try
to
minimize
costs
for
the
the
community.
F
So
I'll
talk
a
little
bit
now
about
our
water,
renewal,
utility
and
water
renewal.
We'll
start
with
that,
because
that
is
most
certainly
our
largest
facility
and
system
that
we
operate
within
the
city
of
Boise
and
so
the
water
renewal
facility,
again
in
quick,
summary,
consists
of
two
water
renewal
facility,
water,
renewal
facilities,
the
Lander
Street
water
renewal
facility
and
the
West
Boise
facility.
F
We
also
have
our
20
Mile
South
Farm
we're
we're
able
to
dispose
of
biosolids.
We
also
have
a
phosphorus
removal
facility
out
west
by
Parma,
and
then
we
also
have
a
utility
maintenance
building,
as
well
as
some
ancillary
services
such
as
a
fully
developed
lab
and
the
Watershed
Education
Center.
So.
F
Our
trunk
system,
as
well
as
a
few
other
projects
and
then
just
general
major
rnm,
that's
being
done
throughout
the
water
renewal
facility,
so
rnm
represents
repair
maintenance,
and
so
that
may
be
on
the
the
minor
repair
maintenance
that
we
kind
of
discussed
where
there
might
be
a
replacement
of
a
valve
or
a
gasket,
or
something
like
this.
This
is
where
we're
doing
major
Rehabilitation
to
a
waste
or
water
renewal
facility.
A
G
Matt
just
done
I
think
you'll
probably
get
into
this
sometime
later
in
your
cows,
but
you
have
the
the
programming
I
think
on
the
next
line:
the
billing
software.
Yes,.
D
F
Commissioner,
Crowley,
that
that's
an
excellent
question:
the
full
cost
of
that
software
that
we
will
be
purchasing
is
about
five
million
dollars.
The
software
will
be
shared
equally
between
the
water
renewal
fund,
as
well
as
the
solid
waste
fund,
and
so,
as
we
talk
about
Capital
needs
for
solid
waste,
there
will
be
a
two
and
a
half
million
dollar
purchase
and
what
the
software
is
doing
and
I'm
not
an
expert
on
this,
but
essentially
the
software
that
we
have
right
now
is
a
little
bit
dated.
F
F
Okay,
so
I'll
just
talk
a
little
bit
about
some
of
the
long-term
planning
efforts
that
that
we're
undertaking,
right
now
within
water
renewal,
there's
several
different
areas
and
different
efforts
that
we're
undertaking
for
planning
and
what
the
planning
efforts
do
is
they
help
us
one
understand
a
little
bit
more
on
what
we
need
for
Capital
Improvements,
but
also
help
us
understand
the
direction
that
we'll
be
moving
in
with
the
with
the
utility,
which
will
help
us
to
formulate
ongoing,
better
projections,
more
clear
projections
on
maintenance
and
operational
expenses.
F
F
Also,
we
have
an
ongoing
financial
plan,
of
which
this
is
part
of
where
we
look
at
the
future
needs
over
the
next
10
years
and
try
to
map
out
a
financial
direction.
That
includes
a
myriad
of
different
Revenue
sources.
That
could
be
things
from
this
traditional
user
rates
connection
fees,
but
we
also
have
Bond
authorization
which
allows
us
to
explore
more
of
what
can
be
done
to
maximize
the
use
of
bonding.
F
We
have
our
Capital
plans,
which
we
are
working
even
at
this
moment,
to
start
developing
the
capital,
Improvement
plans
for
fiscal
year
2025
and
as
part
of
that
Capital
plan,
we're
looking
at
all
our
programs,
we're
looking
at
our
projects
and
doing
a
little
bit
more
to
evaluate
which
ones
are
truly
needed.
What's
the
realistic
timing
and
cost
of
all
of
those?
F
So
as
we
come
back
here
a
year
from
now
with
the
revised
Capital
plan,
there
will
be
a
lot
of
answers
address
that
maybe
we
just
don't
have
completely
penned
down
at
this
moment.
So
that's
an
implementation
and,
and
also
it's
in
the
planning
stage.
Right
now,
and
then
also
we
have
a
staffing
plan
and
So
within
the
public
works.
There's
been
there.
F
So
I'm
going
to
start
now
talking
a
little
bit
about
the
water
renewal,
revenues
and
expenditures,
and
this
set
of
graphs
here
is
is
is
basically
what
we're
using
for
each
one
of
the
funds.
So
you'll
see
the
style
as
we
go
through
the
the
presentation
to
represent
our
revenues
and
expenses,
essentially
with
the
the
water
renewal
utility,
the
biggest
source
of
revenues
that
we
have
are
from
our
user
fees,
our
monthly
bills
that
we
send
out
to
our
residential
and
Commercial
users.
F
I
apologize
I
was
normally
used
to
a
screen
right
there,
I'm
not
seeing
quite
so
well,
so
approximately
about
40
million
dollars
or
60
million
dollars
of
our
overall
water
renewal
revenues
are
coming
from
our
service
fees.
We
also
have
wholesale
contract
revenues
that
we
collect
from
Garden
City,
who
we
provide
wholesale
service
to
also
to
the
West
Boise
Sewer
District.
F
We
also
have
about
four
million
dollars
in
crop
revenues,
which
is
from
the
sale
of
farm
crops
down
at
the
20
mile
south
farm,
that
helps
to
reduce
the
costs
to
our
water
renewal
customers,
and
then
we
have
just
other
miscellaneous
fees
that
we
collect,
which
are
service
fees,
inspection
fees,
insufficient
fund
fees,
billing
fees
and
things
like
such
as
that.
F
Those
revenues
are
then
used
to
cover
our
expenditures.
The
largest
expenditure
that
we
have
within
Public
Works
is
our
Personnel
expenses,
simply
the
salaries,
wages
and
benefits
for
all
the
employees
that
are
employed
by
the
city
for
the
water
renewal
system.
F
The
second
largest
expense
is
our
depreciation,
and
that
is
indicative
of
the
fact
that
we
have
such
a
large
system.
We
have
over
almost
a
thousand
miles
of
pipe
again.
We
have
multiple
water
renewal
facilities,
just
many
many
facilities,
that's
almost
two
billion
dollars
worth
of
assets,
and
so
the
cost
of
planning
for
the
Aging
of
these
facilities
is
obviously
going
to
be
a
large
cost,
which
we
see
as
our
second
highest
cost
for
for
depreciation.
F
Equipment
and
other
things
required
to
be
able
to
operate
the
water
renewal
facilities
effectively.
We
have
Professional
Services,
which
helps
with
our
planning
efforts
to
make
sure
that,
as
we
are
implementing
our
water
water
renewal
utility
plan
that
we're
doing
it
in
the
proper
manner
and
we're
building
the
facilities
in
the
most
cost
effective
and
basically
planning
the
the
projects
out
well,
and
then
we
also
have
utilities,
chemicals
and
other
expenses
that
we
must
fund
with
our
water
renewal
revenues.
F
So
again,
apologize
just
having
a
little
bit
of
a
vision
issue,
but
can
I
answer
any
questions
on
the
slide.
F
Glasses
I'm
almost
tempted
to
step
back
to
the,
but
then
okay,
I'll
I'll
make
it
work.
But
thank
you.
F
G
Mr
chair,
thank
you.
Matt.
Are
you
going
to
cover
the
table?
That's
identified
as
figure
3.3
in
our
agenda
packet
in
the
context
of
what
you're
now
discussing
table
3.3
it's
packet,
page
240.,
but
it
deals
with
the
water,
renewal,
revenue
and
expense.
Summary,
it's
a
it's,
a
very
helpful
summary
table
of
actual
22,
adopted,
23
and,
and
then
ties
in
with
your.
F
Oh
sure
gravatt,
commissioner
Crowley
I,
don't
have
that
as
part
of
my
I.
Don't
have
that
as
part
of
my
PowerPoint
presentation,
but
certainly
the
numbers.
That
is
the
next
step
in
detail
from
the
graphs
that
I'm
showing
here
in
my
PowerPoint.
So
is
there
a
particular
question?
Perhaps
we
can.
G
Answer
just
just
a
couple
and
it
kind
of
ties
back
into
what
probably
some
prior
questions
that
you've
received
this
afternoon:
the
the
the
column
that's
labeled
request
for
fiscal
year,
2024.
I'm,
assuming
that
the
revenue
numbers
are
pre,
any
rate
increase.
So
these
are
sort
of
AD
current
rates
and
reflecting
one
percent
growth
number
that
was,
we
talked
about
earlier.
F
G
G
was
curious
about
that
for
great
revenues.
Foreign.
F
That
is
a
that
is
a
good
question.
Chair
gravatt,
commissioner
Crowley.
There
are
a
couple
things
that
have
contributed
to
our
reduction
in
rate
revenues.
F
F
That
has
that
has
indicated
that,
for
example,
we
may
be
generating
more
revenues
in
23
than
what
we
would
be
into
2024.
One
example
is
one
customer
is
currently
providing
or
is
currently
exceeding
their
capacity
limits
and
therefore
being
charged
more
in
2023.
We
completely
expect
for
that
to
be
resolved
into
2024,
and
so,
therefore,
you
would
see
a
reduction
in
revenues
in
that
case,
because
we
expect
that
customer
to
be
using
simply
less
as
we
go
through
our
our
quarterly
kind
of
baselining.
F
G
No,
that's
I
appreciate
your
answer:
man,
that's
because
what
you're
referring
to
or
what
are
typically
referred
to
as
known
and
measurable
changes
within
a
12-month
period
that
you
can,
you
can
refine
your
budget
numbers
or
forecast
numbers
with
on
the
following
line
on
wholesale
revenues:
you're
showing
the
25
increase
in
wholesale
revenues,
which
is,
it
seems,
like
a
big
jump
from
one
year
to
the
next.
G
F
Wondering
if
yeah
chair
gravatt,
commissioner
Crowley
the
reason
on
on
the
wholesale
revenue
is
changing
in
that
nature,
is
we're
currently
revisiting
the
the
method
of
billing
certain
wholesale
customers,
and
in
that
case,
as
the
contract
works
out,
we
will
be
certainly
collecting
more
revenues
from
those
wholesale
customers.
I,
don't
know
how
much
to
divulge
at
this
point,
but
that
is
that
is
the
wholesale
changes
are
definitely
coming
from
an
adjustment,
a
potential
adjustment
and
pass
adjustment
and
contracts.
I.
H
Would
just
add:
Cherokee
Crowley!
That's
really
implemented
Implement
implementation
of
cost
of
service,
so
we're
seeing
some
of
those
shifts
happening
amongst
between
the
wholesale
customers
and
the
residential
customers.
24
is
going
to
be
our
first
year,
our
first
major
year
of
those
shifts
that'll
be
happening.
So
that's
why
you'll
see
some
of
those
Revenue
shift
and
I
would
also
suspect
that
the
the
drop
to
24
might
be
related
to
we're,
projecting
the
23
adopted
budget
to
be
at
73.6.
H
F
So
the
second,
the
second
set
of
tables
that
we
have
and-
and
this
will
be
also
repeated
with
the
other
funds-
is
this
long
overall
comparison
of
our
revenues
with
our
expenses,
so
we've
represented
our
expenses
in
the
vertical
bar
chart
with
the
Personnel
expenses
in
the
dark,
blue,
the
depreciation
and
the
lighter
blue,
and
then
our
maintenance
and
operation
expenses.
In
the
gray,
the
green
dash
line
represents
the
rate
revenues
that
we
have
collected
over
each
one
of
those
years.
F
It
does
not
include
connection
fees
and
it
so
it
shows
a
quick
comparison.
As
the
operation
of
Maintenance
expenses
have
increased,
the
corresponding
revenues
have
increased
as
well
to
be
able
to
appropriately
fund
those
maintenance
and
operation
expenses.
F
One
thing
that
is
not
shown
in
this
graph
is
that
the
maintenance
or
the
revenues
will
also
be
covering
the
cost
of
capital
expenses,
which
would
be
added
on
top
of
the
maintenance
and
operation.
So,
as
we
approach
our
next
meeting
in
may,
we
will
be
providing
a
full,
complete
picture
that
demonstrates
of
how
the
maintenance
and
operation
expenses
plus
revenues
will
bring
us
to
a
full,
complete
funding
of
all
both
operation
and
capital
expense.
F
So
what
you
can
see
here
in
this
graph
is
as
we
look
year
after
year.
There
is
a
slight
margin
between
the
the
revenues
collected
and
the
expenses
that
little
margin
either
goes
to
one
developing
our
fund
balances
to
where,
in
a
year
where
maybe
we
had
slightly
lesser
expenses,
we
could
have
fund
balances
that
can
be
used
to
fund
a
year
and
where
our
increases,
our
expenses
are
a
little
bit
higher.
You'll
notice
that,
with
the
green
dashed
line,
it's
a
very
nice
predictable
increase
year
after
year.
F
That
is
indicative
of
our
focus
on
making
sure
that
we
have
stable
and
predictable
rates
for
our
customers.
So
just
as
you
might
see
the
expenses
coming
up
and
down
just
a
little
bit
year
after
year,
we
want
our
user
rates
to
be
a
a
predictable
and
steady
increase
for
those
that
need
stability
to
predict.
You
know
stability
in
their
their
bills.
F
The
to
your
point,
commercial
crowd,
Crowley
is
in
the
very
last
year.
F
F
G
Commissioner
Crowley
thank
you,
Mr,
chair
Matt,
in
in
previous
meetings
and
sessions
of
this
commission
we've
we've
talked
about
essentially
9.9
rate
increases
year
over
year,
looking
out
for
the
next
few
years
to
more
or
less
accommodate
the
financial
needs
for
the
water
renewal.
Is
that
still
some
pretty
much?
What
you're
thinking.
F
Sheriff,
commissioner
Crowley,
yes,
it
is.
That
is
exactly
what
we're
expecting
we
do.
We
don't
want
to
necessarily
jump
to
the
conclusion
that
that
is
going
to
be
the
final
rate
increase,
but
I
think
all
indications
tell
us
that
that
will
be
essentially
what
you'll
be
seeing
in
May.
However,
we
at
this
moment
are
still
doing
some
cash
flow
analysis,
we're
still
looking
at
costs
and-
and
you
know,
a
10-year
plan,
it
is
possible
that
there
could
be
some
adjustments,
but
I
feel
like
we're
going
to
be
on
that
similar
track.
H
And
and
I
would
excuse
me,
chair
I
would
just
add
that
the
con,
how
we're
implementing
cost
of
service
while
the
overall
rate
increase,
is
9.9
for
the
utility.
Just
a
reminder
for
the
commission
that
they
do
break
out.
Definitely
the
residential
is
only
going
to
be
seven
and
a
half
percent,
whereas
some
other
commercial
customers,
because
we're
implementing
cost
of
service
will
shift
and
they'll
have
a
little
bit
higher
rate
increase.
But
overall
for
the
utility
we're
planning
on
a
9.9.
F
Okay,
thank
you.
So
one
key
part
of
of
planning
our
maintenance
and
operation
budget
each
year
is
looking
at
what
the
resource
requests
and
needs
would
be
for
the
water
renewal
facility.
As
we
look
at
our
current
Staffing,
we
look
at
things
such
as
what
needs
are
are
not
met
with
a
position.
We
also
look
at.
How
can
we
maximize
the
skill
set
of
a
higher
highly
skilled
employee?
F
How
can
we
maximize
that
by
perhaps
providing
some
admin
administrative
support
so
that
their
efforts
can
be
fully
focused
on
the
the
major
project
tasks
on
hand,
and
we
also
sometimes
we
also
look
at
perhaps
services
that
we
have
traditionally
contracted
for
and
we've
paid
a
consultant
or
an
outside
entity
to
provide
a
particular
service
and
a
lot
of
times.
We
find
that
it's
more
inexpensive
for
us
to
add
an
additional
FTE
than
it
would
be
to
Simply
continue
to
pay
an
outside
consultant.
F
So,
as
we've
considered
all
these
factors
and
have
looked
at
our
our
current
Staffing
plan,
we've
developed
a
list
of
15.5
additional
ftes
that
would
be
requested
for
water
renewal,
and
what
this
represents
is
about
a
five
percent
increase
in
the
number
of
ftes
and
about
a
5.7
6
increase
in
overall
cost.
This
would
be
adding
just
a
little
over
a
half
a
million
dollars.
Thank
you
very
much,
it'd
be
adding
just
a
little
bit
over
a
half
a
million
dollars
in
additional
ftes
I.
F
Don't
have
specifically
at
this
moment
a
Quantified
amount
on
how
much
we
would
save,
because
there
are
several
positions,
there's
at
least
four
positions
that
possibly
could
eliminate
the
need
to
pay
outside
vendors.
For
but
overall
there
would
be
some
offsetting
savings
so,
rather
than
go
through
the
the
really
detailed
list,
I've
kind
of
grouped
these
resource
requests
into
a
couple
different
categories.
So
we
have
about
four
of
our
FTE
requests
that
relate
to
Capital,
which
would
be
program
and
project
management
or
assistance
to
program
and
project
managers.
F
You'll
see
the
designation
on
there
as
Force
multiplier.
What
that
means
is
employing
a
highly
skilled
administrative
person
that
can
take
away
some
of
the
day-to-day
administrative
tasks
from
a
program
manager.
Who
can
then
now
spend
their
time
working
more
on
developing
a
major
project
rather
than
filling
out
say,
invoices
or
you
know
paying
contracts.
That's
one
way
to
to
Really
maximize
the
utility
of
that
program
manager.
F
We
have
about
three
and
a
half
ftes
that
would
be
related
to
Administration
about
five
that
would
be
related
to
operations
and
as
we
increase
the
scope
and
the
need
and
this
sophistication
of
our
water
renewal
facility.
We
do
need
to
increase
the
number
of
our
operational
staff
and
then
there's
also
a
request
for
three
ftes
to
be
able
to
handle
the
workload
a
little
better
out
at
the
the
West
Boise
lab.
F
We
also
have
a
couple
positions:
12
ftes,
that
I've
noted
at
the
very
bottom
that
are
being
reallocated
and
what
that
means
is
that
there's
12
ftes,
who
would
be
elevated
in
pay
grade,
and
the
objective
of
that
is
to
make
sure
that
we
are
retaining
experience
within
our
organization,
we're
paying
a
competitive
wage
so
that
our
competitors
are
not
taking
our
employees,
and
it
also
means
that
we
are
developing
leadership
and
training
within
those
positions.
So,
in
the
end,
it's
a
it's
a
real
investment
within
the
staff.
H
Well,
Mr,
chair
or
chair,
something
to
add
on
the
list
we
this
is,
we
don't
take
these
requests
lightly.
These
are
this
is
not
a
small
request,
but
as
we
go
through
and
analyze
workload,
Marsh
and
her
team
on
the
operations
side,
they
have
a
lot
of
detailed
analysis
on,
like
you
know,
a
number
of
X
that
needs
to
get
done
and
we're
seeing
an
x-fold
increase,
so
it
just
it's
a
practical.
We
just
need
to
add
somebody
to
take
on
that
additional
workload.
H
One
thing
I
would
point
out
here
is
on
the
list.
The
change
manager
is
one
that's
going
to
be
a
fairly
Innovative
approach.
We
don't
have
a
change
manager
in
the
organization
anywhere
in
the
city
just
yet,
as
we
look
forward
to
whether
it's
recycled
water,
whether
it's
the
Staffing
assessment
that
was
alluded
to
earlier,
whether
it's
the
new
programs
we're
starting
for
reduce
and
reuse.
There
is
a
fair
amount
of
change
within
the
organization.
H
We're
working
with
an
outside
consultant
right
now:
that's
that
we're
used
that
we're
intending
to
use
for
the
near
term,
but
as
we
looked
at
the
the
kind
of
the
cost
proposals
and
they're
not
insignificant,
we
started
saying
well
why
don't
we
just
bring
that
in-house
same
thing
with
the
project
control
specialist,
we're
paying
a
consultant
to
do
that?
Work
at
the
Lander
Street
program
manager,
doing.
I
H
F
F
Okay,
great
so
now
move
on
to
our
second
largest
fund,
and
that
is
a
solid
waste
fund
and
solid
waste
fund
is
responsible
for
handling
trash
recycling
for
both
residential
and
Commercial
users,
as
well
as
the
cons,
compost,
Services,
working
and
handling
hazardous
household
wastes
and
many
other
things
done
within
the
solid
waste
fund.
F
So,
first
of
all,
Solid
Waste
is
also
undertaking
some
long-term
planning
studies
there's
currently
a
solid
waste
strategic
plan
that
is
being
in
the
plant
planning
stage
kind
of
those
initiative.
Initial
development
stages
that
is
going
to
do
a
lot
to
try
to
look
at
what
goals
and
standards
and
objectives
and
services
that
Solid
Waste
wants
to
provide
within
Boise
married
to
that,
and
following
right
after
would
be
a
cost
of
service
study
which
would
look
at
what
would
be
the
cost
of
providing
the
recommendations
that
come
from
the
Strategic
plan.
F
And
so
those
are
two
studies
that
are
being
currently
conducted.
I
would
assume
I,
don't
know
the
time
frame
specifically,
but
as
we
will
approach
this
a
year
from
now,
we
will
probably
be
talking
about
a
lot
of
the
outcomes
from
these
studies.
F
As
we
look
at
the
the
revenues
we
receive
the
majority
of
our
revenues
from
the
residential
recycling
trash
composting
programs,
then
we
also
receive
a
near
second
portion
of
our
revenues
from
the
commercial
side,
which
is
also
commercial
recycling,
and
that
includes
both
permanent
commercial
dumpsters,
as
well
as
roll-off
dust,
temporary,
roll-off
dumpsters,
and
then
we
also
have
miscellaneous
revenues
that
come
from
things
such
as
billing
account
setup
fees,
insufficient
fund
fees,
interest
income
and
things
such
as
that
the
majority
of
our
expended
expenditures
are
handled
through
the
Republic
Services
contract,
and
the
bulk
of
that
is
the
hauling
expenses
shown
in
in
blue.
F
The
hauling
expenses
are
essentially
Republic's
cost
of
not
only
buying
equipment,
they're,
depreciating
the
equipment,
they're
garbage
trucks
and
so
forth,
as
well
as
paying
their
drivers,
the
facilities
and
so
forth.
Just
for
the
pickup
of
our
recycling
composting
and
Trash
Services,
then
we
have
to
take
that
to
somewhere,
which
has
followed
our
next
largest
expense.
Is
the
landfill
and
transfer
station
expenses
shown
in
the
dark?
Blue
the
transfer
stations
there's
two
transfer
stations
that
were
Public
Services
operates,
and
then
we
also
have
some
routes
that
go
directly
to
the
Ada
County
Landfill.
F
Then
we
also
have
our
own
Boise
City
expenses,
which
is
shown
in
the
O
M
expenses
and
personnel,
because
Republic's
Personnel
does
the
bulk
of
the
work
our
required
Personnel
is
very
small
compared
to
the
water
renewal
fund.
Personnel
is
primarily
covered
through
the
Republic
contracts,
but
we
do
have
some
o
m
expenses
that
relate
to
education,
advertising,
bill
payment
and
processing,
travel
training,
and
things
such
as
that.
F
Essentially,
our
expenses
are
very
predictable
from
Republic
Services
and
we
do
not
need
to
have
quite
the
the
Gap
that
we
might
see
as
we're
building
up
fund
balances
on
the
water
renewal
side.
So
you'll
also
notice
that
in
2024
there
are
expenses
come
very
close
to
matching
our
projected
revenues.
F
We
do
not
yet
have
the
projected
2024
rate
increases
built
into
this
amount,
but
that
will
be
making
sure
that
will
be
programmed
and
brought
back
to
you
in
May
to
not
only
cover
the
cost
of
operations,
but
also
that
two
and
a
half
million
dollars
in
Billing
software
that
we
discussed
a
little
bit
earlier.
G
Mr,
commissioner
Crowley,
thank
you,
Mr
Matt,
on
the
on
your
slide.
You
refer
to
the
compost,
cost
and
and
is
being
essentially
attributable
to
Republic
Services.
Is
this
another
amount
that
is
paid
to
Republican
addition
to
the
hauling.
F
For
compost,
services
or
chair
gravatt,
commissioner
Crowley,
the
majority
of
the
compost
would
be
related
to
the
actual
processing
of
composting
facilities
or
composting.
At
the
20
miles,
South
Farm
there
is
a
few
Acres
dedicated
to
the
collection
of
composting.
There
are
some
very
large
pieces
of
equipment
that
are
used
to
clean
up
and
and
sort
the
compost
components
and
then
ultimately
have
it
ready,
for
you
know,
turn
the
the
windrows
and
everything
that
needs
to
be
done
to
properly
process
compost
and
then
have
that
ready
for
public
distribution.
G
My
question
Matt
was
that's
the
third
largest
cost
that
you
have
in
solid
waste
and
I'm
my
I'm
curious
as
to
how
much
of
that
it's
about
six
million
dollars,
how
much
of
that
is
attributable
to
what
might
be
paid
to
Republic
and
how
much
of
that
might
be
attributable
to
on-site
costs
that
are
incurred
by
another
party
on
the
city
or
the
people
at
the
farm.
Or
how
does
that
break
down
the
composting
cost
between
Republic
and
others?
Yeah
Cherry.
F
Grove
commissioner
Crowley
I
I
personally
I
don't
have
the
details
on
that,
but
I
could
look
that
up
unless
it
could
be
explained
elsewhere
by
by.
J
F
Okay,
I'll
move
forward
to
the
geothermal
fund,
geothermal
fund
is
quite
a
notable
fund.
It
is
the
largest
geothermal
system
in
the
United
States
that
we
use
for
heating
the
core
of
the
downtown
area.
We
have
many
many
customers,
we
have
approximately
90
buildings
within
the
downtown
core
that
we
serve
as
well
as
about
11
BSU
buildings,
and
so
with
the
geothermal
system
there
is,
there
has
been
a
fair
amount
of
strategic
planning
that
has
been
done
recently
to
kind
of
lay
out
the
future
and
the
direction
of
the
geothermal
system.
F
F
The
geothermal
strategic
plan,
I
think,
has
already
had
portions
presented
to
the
city
council,
there's
still
further
adjustment
and
review
being
done,
potentially,
possibly
a
cost
of
service
review,
and
certainly
by
this
time
next
year,
we
will
have
more
details
on
this
geothermal
strategic
plan.
You'll,
probably
see
more
presentations
from
on
this
throughout
the
year.
H
Can
just
add
one
thing
that
chair
the
the
Strategic
plan
we
had
started
working
on
it
several
years
ago
and
then
went
through
the
design,
Sprint
process
of
your
recall.
We
actually
shared
that
information
with
you
all
about
feedback,
we're
taking
that
information
and
trying
to
integrate
it
into
one
larger
Report,
with
recommendations
on
next
steps.
In
addition
to
developing
a
cost
of
service
study,
it's
a
it's
a
it's
a
utility.
Now
it
used
to
be
a
demonstration
project.
H
I
think
we
treated
it
like
that
for
for
many
years,
but
we're
at
a
point
now
where
we
have
to
start
getting
more
deliberate
about
the
utility
planning
around
geothermal,
so
the
cost
of
service
that
Matt
referred
to.
We
want
to
complete
this
year
as
well
as
wrapping
up
the
Strategic
plan,
we'll
bring
both
of
those
back
to
you
all
as
we
as
we
wrap
those
up
to
get
feedback.
H
F
So
again,
to
our
our
pie:
charts
with
the
geothermal
fund,
the
majority.
The
vast
majority
of
the
revenues
coming
to
the
fund
relate
to
the
water
sales
and
that's
water
sales
for
heating
purposes,
to
the
90
plus
buildings
within
the
downtown
area
and
the
BSU
campus.
So
each
year,
water
sales
are
estimated.
It
is
quite
variable
because
water
sales
are
directly
dependent
upon
how
hot
or
cold
a
winter
has
been,
and
so
for
a
colder
winter.
F
We
would
expect
to
see
more
water
sales.
Unfortunately,
we
have
had
warmer
Winters
and
sales
have
dropped,
but
750
000,
as
we're
recommending
here,
feels
like
to
be
a
good
estimate
for
a
Middle
Road
amount
of
water
sales.
We
did
have
some
issues
as
covid
started
up
and
businesses
were
clearing
out
and
sending
people
home
where
businesses
were
not
being
heated
to
the
same
degree,
and
so
therefore,
revenues
dropped
unless
we
have
another
pandemic,
we're
not
expecting
to
see
much
fall
below
the
700
750
000
mark.
F
F
Where
we've
invested
approximately
200,
where
we
plan
to
invest
about
two
hundred
thousand
dollars
into
our
repair
maintenance
of
our
of
our
lines
and
Facilities,
we
then
have
some
o
m
expenses,
Professional
Services,
and
that
help
with
the
acquisition
of
water
rights
and
and
planning,
and
then
also
cross
charges.
So
because
we
have
only
two
ftes.
F
F
One
of
the
most
notable
expense
increases
was
in
2019
at
the
1.1
million,
and
that
was
a
particularly
difficult
winter,
where
we
had
an
extensive
number
of
line
breaks
and
because
of
those
line
breaks,
we
had
to
invest
a
fair
amount
of
money
and
even
receive
funds
from
the
general
fund
to
be
able
to
support
the
cost
of
repairing
those
line
breaks.
And
so
then,
year
after
year,
you
see
a
little
bit
of
a
drop
and
breaks
as
we
have
some
of
the
problem
areas
resolved.
F
But
then
you
see
a
little
bit
of
more
of
an
investment
in
22
2022
and
on
and
those
investments
in
2022
and
forward
related
to
projects
that
one
we
were
able
to
partner
up
with
the
capital
city,
Development,
Corporation
or
CCDC,
where
they
provided
some
funding
to
be
able
to
maybe
well,
they
were
helping
us
by
a
lot.
They
were
covering
the
cost
of
the
installation
of
geothermal
pipes.
Well,
we
paid
for
the
cost
of
the
the
actual
pipe
itself
so
that
accelerated
our
need
to
pay
for
certain
projects.
F
F
The
green
line
again
represents
the
revenues
which
can
vary
according
to
a
cold
year
or
a
little
bit
warmer
year
in
the
years.
When
you
see
the
expenses
higher
than
the
revenues
that
can
one
represent,
primarily
that
we
are
using
some
fund
balances
and
also
funding
a
portion
of
our
depreciation
directly
into
the
replacement
and
Improvement
of
our
lines.
H
A
terror
event
just
a
couple
follow-ups
on
the
geothermal
one.
We've
submitted
a
Grant
application
with
Department
of
energy
in
partnership
with
Idaho
National
Lab
for
a
combination
of
research
and
development
on
a
dual
use
system,
so
Heating
and
Cooling,
and
then
also
using
it's
a
I
think
a
10
million
dollar
application
that
we
submitted.
Some
of
that
funding
just
to
get
after
some
of
the
replacement
that's
needed
in
the
system.
It's
it
was
put
in
the
early
80s,
it's
starting
to
age
and
geothermal
systems.
H
There's
not
many
of
them,
and
one
thing
that
we
are
learning
is
that
they
are.
They
can
be
pretty
finicky,
heating,
contraction,
expansion,
a
portion
goes
down
that
portion
cools
the
pipes
contract
and
you
heat
it
back.
So
it's
it
can
be
a
little
bit
of
a
bear
to
deal
with.
So
we
hope
to
hear
back
this
month
on
whether
we
got
the
grant
really
hopeful
that
we
do
so.
It's
just
an
update
there.
F
F
So
it
is
quite
a
small
and
a
little
dispersed
of
a
system
as
we
look
at
our
pie
charts
again.
Our
revenues
are
actually
mostly
generated
through
the
assessment
that
are
collected
from
the
users
of
the
secondary
water
system
or
from
the
irrigation
water
system,
the
total
about
51
thousand
dollars
per
year.
We
also
have
interest
income
that
we
earn
on
the
fund
balances,
as
well
as
some
miscellaneous
income
that
relates
to
penalties
and
then
there's
also
just
some
miscellaneous
revenues
that
we
collect
within
the
system.
F
On
the
expenditure
side,
there
are
no
ftes
that
are
directly
associated
with
the
municipal
irrigation
system,
so
there
is
no
Personnel
cost,
so
our
largest
expenses
repair
maintenance
expenses,
which
is
just
reinvestment
back
in
the
system,
again
fixing
any
components,
pumps
and
so
forth.
That
need
to
be
replaced,
but
also
cross
charges
and
similar
to
what
I
described
for
geothermal.
F
Since
there's
no
ftes,
if
there
is
labor,
that's
required
to
do
the
work,
we
have
to
do
a
cross-charge
utility
maintenance
to
be
able
to
have
their
Crews
come
out
and
support
the
municipal
irrigation
system
and
then
the
power,
the
power
cost
the
pump
and
deliver
the
water
is
essential
depreciation,
which
again
is
just
the
reinvestment
back
into
the
system
and
then
the
O
M
expenses,
which
can
cover
mostly
the
canal
and
irrigation
company
assessments
that
we
have
to
pay
to
receive
the
water.
F
So,
as
you
can
see
in
this
graph
here,
there's
there's
not
a
lot
of
overlap
between
the
revenues
and
expenses
and
what
that
means
is
essentially
that
we
are
able
to
to
build
up
some
fund
balances
that
could
be
used
for
later,
repair
replacement
on
the
system
for
any
major
components
or
any
major
failures.
F
This
is
not
one.
This
Municipal
irrigation
rates
is
not
typically,
one
that
we
would
be
presenting
to
the
commission
for
a
rate
increase
and,
or
or
at
least
no
rate
increase,
would
be
proposed
for
fiscal
year.
24.
F
F
F
Basically,
the
maintenance
of
the
facilities.
We
also
have
the
municipal
Lighting
Group,
which
is
over
our,
which
oversees
the
maintenance
and
operation
of
our
10
000
street
lights.
Within
the
city.
We
have
the
climate
action
division
which
works
on
developing
water
resources
and
supplies
our
our
Energy
Future,
and
then
we
have
development
services
which
would
include
Hillside
review
and
permitting
that
as
new
development
occurs,
our
Hillside
group
will
review
the
permits
and
plans.
F
We
also
have
drainage
and
storm
water
compliance
which
is
essentially
assisting
in
the
storm
water
maintenance,
the
maintenance
of
storm
water
facilities
within
the
city.
The
ms4
permit
is
a
is
a
federal
permit
that
we
have
to
comply
with.
That
does
require
a
bit
of
work
to
keep
the
facilities
and
cultures
and
so
forth
in
good
condition.
F
So
we
presented
this
information
to
you
last
month,
which
is
basically
summarizing
that
the
fso
major
r
m,
which
is
the
group
that
oversees
the
maintenance
of
our
facilities,
was
requesting
about
1.3
million
dollars
for
the
ongoing
maintenance
of
of
the
city
facilities
and
then
about
310
000
to
be
invested
into
Street
lighting.
F
So
there
are
several
plans
that
are
are
going
on
within
the
general
fund.
Currently
there's
the
planning
and
implementation
of
the
climate
action
and
energy
future
plan.
There's
a
facility
program
management
that
looks
at
on
one
one
hand,
the
Support
Facility
plan,
which
is
looking
at
facility
City
facilities
that
are
located
on
properties
that
maybe
could
be
strategically
used
for
other
purposes
and
the
the
the
plan
is
to
move
those
facilities
to
other
places
to
allow
that
proper
to
be
used
to
meet
other
other
City
objectives.
F
Also
within
the
community.
The
city
city
offices
there's
a
general
effort
to
make
sure
that
workspace
and
offices
are
configured
to
to
maximize
employee
productivity
and
to
adapt
to
new
changing
workplace
requirements.
F
We
have
our
water
source
resources,
one
water
plan,
which
is
intended
to
acquire
and
maximize
Water
Resources
within
the
city,
a
street
light
Asset
Management
plan
to
inventory
and
assess
the
condition
of
all
our
street
lights
and
finally,
adulches
and
drainage
plan
which
to
support
the
storm
water
efforts
is
to
make
sure
that
our
cultures
and
drainage
efforts
are
in
good
shape,
our
I'm
sorry,
our
drainage
facilities
are
in
good
shape
and
are
readily
meeting
our
compliance
and
requirements
under
the
ms4
permits
so
again
to
our
pie.
F
Charts
here
the
revenues
that
are
most
well
we'll
talk
a
little
bit
about
revenues
in
the
next
slide.
But
this
does
not
fully
represent
all
of
the
revenues
that
are
used
for
the
general
fund
operations.
What
these
represent
are
the
revenues
that
are
created
by
the
services
that
are
provided
by
our
public
or
sorry,
our
general
fund
activities
and
what
that
means
is,
for
example,
you'll
see
the
indirect
revenues.
F
Those
are
revenues
that
are
collected
from
all
the
Departments
that
benefit
from
the
services
that
the
fso
group,
the
maintenance
group,
provide.
They
pay
a
portion
into
the
general
fund
to
pay
for
a
portion
of
the
fso
maintenance
that
that
is
being
under
undertaken.
F
We've
got
the
rate
revenues
which
is
significantly
coming
or
mostly
coming
from
the
revenues
that
we
receive
from
planning
and
plan
reviews
and
development
reviews
from
the
hillside
group
and
other
Engineering
Services,
and
then
we
also
have
staff
reimbursement,
and
that
is
the
time
that
represents
the
the
revenues
for
the
time
that
project
Managers
from
the
facility
Planning
Group
are
spending
on
capital
projects
for
other
departments
within
the
city,
so
example.
F
So
if
a
fire
station
is
being
constructed,
they're
using
a
program
manager
or
project
manager
from
the
facilities
planning
manage
program
management
group,
we
get
reimbursed
for
that
project
manager's
time.
So
as
far
as
expenditures
go
again,
our
number
one
expenditure
is:
is
Personnel
expenses
followed
just
by
o
m
expenses,
repair
maintenance,
the
cost
of
utilities
are
for
keeping
the
lights
and
and
water
and
and
water
renewal
services
trash
services
for
the
facilities
handled
by
the
facility.
F
Support
Services
operation
group
janitorial
services
as
well
and
then
other
Professional
Services
that
are
used
for
planning
the
general
fund
services.
F
So
this
graph
here
shows
again
our
vertical
bar
chart
for
our
expenses
and
then
the
green
dashed
line
for
for
revenues
and
the
reason
why
I
said
that
the
pie
chart
didn't
show
all
the
revenues
is
because
we
receive
a
significant
amount
of
intergovernmental
Revenue
sources,
which
are
revenues
which
come
from
property,
tax
sales,
tax,
liquor,
tax
franchise
fees,
all
those
different
types
of
just
general
city
revenues.
F
Up
until
2022
there
was
a
portion
that
was
assigned
to
public
works,
but
then
that
changed
and
so
now
the
amount
that
we
are,
that
we
need
net
of
our
revenues
that
we
generate
ourselves
are
provided
to
us.
So
in
the
end
we
still
get
the
intergovernmental
revenues.
We
just
don't
include
that
as
one
of
our
Revenue
sources,
whatever
we
need
to
kind
of
close,
that
Gap
is,
is
what
is
given
to
us
by
the
the
budget
office.
F
So
so,
with
the
general
fund,
we
have
only
one
new
FTE
request
and
that
is
for
a
building,
automation,
systems,
technician,
and
so
that
is
related
to
the
climate
action
plan
and
will
help
to
assist
in
building
electrification
as
well
as
just
meeting
general
climate
goals,
so
sort
of
an
assisting
role.
That's
one
FTE
that
would
be
adding
ninety
eight
thousand
seven
hundred
dollars
to
the
general
fund,
Personnel
expenses.
F
So
one
of
the
interesting
things
is
on
the
Enterprise
funds.
We
were
able
to
look
at
our
needs
and
and
forecast
expenses
and
then
set
our
revenues
to
what
it
needs
to
be
to
cover
those
expenses
on
the
general
fund.
It's
a
little
bit
different
and,
as
we
went
into
the
budget
process
for
fiscal
year
2024,
we
were
asked
to
take
what
revenues
we
or
what
budget
we
were
given
for
23
and
actually
come
up
with
slight
amount
of
savings,
basically
keep
it
at
a
zero
increase
in
budget.
F
There
are
some
and
I
think
we
were
able
to.
We
were
able
to
do
that
and
and
to
be
able
to
adjust
our
budgets
down
so
that
it
was
the
same
amount
as
previous
years.
F
However,
we
did
have
a
few
items,
just
like
we
discussed
on
the
water
renewal
funds,
where
there
were
some
costs
that
we
just
have
to
incur
because
of
either
market
prices
or
increases
or
or
so
forth,
that
we
did
have
to
add
onto
that.
Basically
zero-based
budget,
and
so
what
we
determined
was
there
was
about
765
thousand
dollars
in
additional
needs.
That
would
be
required
to
fully
support
the
general
fund,
and
so
that
included
these
five
items
that
we
have
below.
F
That
would
be
added
as
budget
changes
or
budget
requests
throughout
the
year,
and
they
would
also
be
subject
to
the
approval
by
the
city,
council
and
the
mayor's
office.
So,
in
addition
to
our
zero
increased
budget,
we
will
be
asking
for
765
500
for
these
particular
items.
F
So
quickly,
in
summary,
this
o
m
budget
is
the
second
of
our
recommendations
of
actual
numbers
that
would
be
taken
to
the
mayor
and
city
council
pending
your
recommendation.
To
do
so,
we
talked
about
Capital
that
stacks
on
top
of
O
M,
which
ultimately
carries
into
a
cash
flow
and
an
ultimate
rate
recommendation
which
will
be
bringing
back
to
you
on
on
May
3rd.
F
So
again,
as
we've
talked
about
future
years,
we're
really
only
focusing
on
the
2024
capital
budget
and
we'll
be
looking
back
looking
forward
to
coming
back
to
discuss
a
little
bit
more
on
how
these
budget
recommendations
will
impact
our
our
community
users.
So
with
that
I'll
open
it
to
any
questions,.
A
All
right
and
with
that
that
brings
us
to
the
next
item
on
our
agenda.
A
discussion
around
the
Public
Works
commissioner
role
and
I
am
really
excited
to
dive
into
this
conversation.
A
I
think
all
of
us
have
been
part
of
conversations
with
staff
about
sort
of
our
role
in
the
public
works
commission
and
what
we
see
as
really
effective
areas
that
we
see
we
could
improve,
and
these
conversations
have
really
I
think
helped
shape
some
some
really
great
recommendations
that
Colin
is
going
to
go
over
with
us,
but
I'm
really
excited
to
lay
this
all
out
and
get
your
feedback
for
how
we
can
be
the
most
effective
and
the
most
additive
to
the
work.
A
That's
being
done
in
the
public
works
department
and
really
raise
the
the
profile
of
this
work
here
in
the
city
of
Boise
and
commissioner
Ellis
I,
don't
know
if
you
have
anything
else
to
add
about
the
process
so
far,.
A
All
right,
and
with
that,
are
you
still
setting
up
or
I
think
we'll
be
good
to.
E
Go
yeah
we're
it's
the
the
Dual
mic
setup
here
so,
but
it's
okay,
because
I
I
don't
want
to
pull
up
the
document
quite
yet,
because
I
think
there's
a
bit
of
an
intro.
So
chair,
commission
members,
nice
to
be
with
you
all
this
evening,
nice
to
see
you
all
yeah,
as
as
the
chair
mentioned,
excited
to
have
this
discussion
with
everyone
this
evening
and
I
think
just
to
back
up
and
and
draw
draw
back
a
little
bit.
E
I
think
the
Genesis
of
this
Steve
and
I
started
talking
about
a
year
ago,
and
you
know
it
wasn't
about
like
there
was
an
acute
problem
that
we
were
looking
to
fix
it.
It
was
more
a
recognition
of
the
diverse
experience,
background
perspectives
on
the
commission
and
a
recognition
that
there
was
potentially
more
that
we
could
leverage
a
higher
Roi
not
only
for
Commissioners
but
also
for
staff
members
and
as
we
started
you
know,
hearing
from
staff
members.
E
E
What
would
that
look
like,
and
so
that's
where
we
started
and
and
really
before,
jumping
to
to
any
putting
our
finger
on
this
is
a
solution
we
really
just
wanted
to
start
off
and
and
listen
and
and
take
a
take
a
bit
of
time
to
to
hear
from
others
and
get
a
baseline
of
of
what
we're
currently
doing,
and
so
the
presentation
tonight
will
be
relatively
brief.
E
As
as
the
chair
mentioned,
I'll
I'll
provide
a
brief
recap
of
what
we
heard
from
the
commission
members
and
then
some
recommendations
based
on
what
we
heard,
but
before
we
start
that
I
I
just
want
to
run
through
the
the
process
really
quick
of
of
just
sharing
a
bit
about
where
we've
been
so
as
we
started
talking
about
what
this
might
look
like,
how
how
we
would
bring
some
recommendations
for
it
about
what
a
new
Public,
Works
commission
role
might
look
like.
E
One
of
our
first
touch
points
was
with
the
chair
and
vice
chair
to
just
talk
with
them,
see
what
a
path
forward
might
look
like
and
make
sure
that
that
we
had
their.
You
know
stamp
of
approval
to
to
start
to
talk
with
others
start
to
delve
into
this,
a
little
bit
more
after
that
staff
worked
with
a
couple
different
folks,
internally,
so
first
off
legal,
Ed
and
and
some
of
his
team
just
to
get
a
better
sense
of.
E
What's
in
the
what
are
the
statutory
requirements
of
Public
Works
commission,
what's
actually
in
the
code,
so
that
we
know
new
for
certain
what
we
were
dealing
with,
what
was
written
down
versus
what
what
has
just
been
like
tradition
or
what
we
have
typically
done
versus
what's
written
down?
E
Second,
one
wanted
to
talk
with
Parks
and
Rec
to
get
a
better
sense
of
it's
easy
to
I
think
sometimes
get
so
locked
into
what
we
do
here
so
kind
of
pulling
back
a
little
bit
and
looking
at
other
commissions,
how
they
work
well,
challenges
opportunities,
so
we
get
a
better.
A
little
better.
Lay
of
the
land
also
spent
a
lot
of
time
just
talking
with
our
own
senior
leaders,
our
division
heads
here
in
the
department,
our
our
senior
leaders
here,
have
been
with
the
organization,
some
of
them
for
a
long
time.
E
So
we've
seen
a
lot
of
different
commissions
have
a
lot
of
historical
context
on
on.
What's
worked
well,
some
challenges
where
they've
seen
some
value
and
so
wanted
to
bring
that
all
of
that
historical
information
and
context
to
bear
on
the
conversation
as
well
and
then
just
also
talking
with
our
administrative
team,
the
the
folks
that
do
a
lot
of
the
leg
work,
a
lot
of
the
logistics
behind
the
scenes
to
make
sure
attendance
is
there
make
sure
that
rooms
are
set
up
coordinating
agendas.
E
It's
it's
a
pretty
large
body
of
work,
so
once
we
kind
of
made
it
through
through
that
round,
we've
got
some
baseline
information.
What
we
set
out
to
do
was
again
brought
that
back
to
the
chair
and
vice
chair
had
that
conversation
with
them
and
then
what
we
asked
them
to
do
next
was
to
to
interview
each
commission
member.
So
we
wanted
to
spend
a
little
bit
of
time.
E
Hearing
from
you
all
on
on
what
you
felt
was
working
well,
maybe
where
there
was
some
room
for
improvement,
and
we
made
it
around
to
almost
all
of
you
and
for
those
that
we
weren't
able
to
connect
with.
We
look
forward
to
your
input
and
feedback
this
evening.
E
So
after
we
after
we
made
the
rounds
and
listened
to
all
the
commission
or
most
all
commission
members
that
brought
us
here
to
tonight
wanting
to
partner
with
the
chair
and
vice
chair
on
on
bringing
back
basically
what
we
heard
from
all
of
you
on
the
commissioner,
some
of
the
the
common
themes
that
we
heard
but
then,
based
on
what
we
heard,
we
put
together
some
draft
recommendations
and
really
the
purpose.
E
I'll
turn
it
back
over
to
the
chair
and
vice
chair
after
I
present
I
believe
is,
is
to
have
just
a
real
discussion
about
from
the
commission
on
on
what
the
optimal
or
ideal
role
would
be
going
forward.
So
with
that,
let
me
jump
backwards
and
pull
up
the
document.
I
F
A
E
E
So
again
to
kick
off
the
discussion
tonight.
This
is
basically
reflecting
back
what
Steve
myself
Kathy
joined
us
for
most
of
the
interviews
with
commission
members.
E
So
we
just
wanted
to
share
back
what
what
we
heard
for
you
from
you
all
and
some
common
themes
that
I
think
will
be
really
informational
when
we
start
to
jump
down
into
what
some
draft
recommendations
would
look
like
so
the
first
one
just
that
the
the
content
of
of
Public
Works
commissions
didn't
really
have
a
story
arc
didn't
really
have
it
wasn't,
building
on
itself
that
the
topics
felt
like
we
were
jumping
from
thing
to
thing
and
what
we
heard
from
commission
members
was
It
was
kind
of
hard
to
get
bearings
on
on
where
they're
at
especially
for
perhaps
newer
commission
members,
it
could
be
feel
a
little
scattered,
and
so
we
wanted
to
bring
that
up
to
start
I
think
there
we
heard
pretty
much
universally
from
each
commission
member
that
there
was
a
real
desire
to
get
to
know
one
another,
a
lot
more,
especially
newer,
Commissioners
coming
on
board.
E
E
We
heard
an
interest
in,
as
you
all
know,
you
know
we're
we're
meeting
relatively
frequently
monthly
on
a
regular
Cadence,
and
so
what
we
heard
was
a
interest
in
less
frequent
meetings,
but
that
did
not
mean
less
time
so
less
frequent
meetings
but
more
time
spent
in
each
and
and
I
think
you'll
see
the
connections
with
some
of
the
future
bullets,
but
really
a
desire
to
be
able
to
spend
more
time
with
the
topic
and
wrestle
rather
than
shorter
meetings
on
a
more
regular
Cadence.
E
So
perfect,
segue
into
the
next
bullet,
which
we
heard
was
a
preference
for
deeper
topics
and
under
being
able
to
understand
the
breadth
of
a
subject
having
more
impact
by
building
slowly
with
any
any
specific
content
content
so
being
able
to
wrestle
with
something
spend
a
lot
more
time.
E
Rather
than
going
back
up
to
that,
first
bullet
jumping
from
topic
to
topic
and
not
being
able
to
invest
a
lot,
we
heard
that
there
was
a
desire
to
focus
on
one
or
potentially
several
priorities
a
year,
so
rather
than
go
through
the
entire
book
of
Public
Works
business
that
that
comes
before,
which
is
which
is,
as
you
all
well
know,
a
lot
there's
a
lot
of
content
there.
E
How
are
we
able
to
focus
perhaps
on
one
or
several
priority
areas
and
one
commissioner,
you
know
we
tried
to
capture
a
couple
phrases
that
that
seem
to
resonate
that
was
backed
up
by
other
Commissioners,
but
one
commissioner
I
brought
up
you
know.
Is
there
a
menu
of
priorities?
So
at
the
beginning
of
the
year
we
look
through
each
priority
and
then
come
Public.
E
E
So
you
know
if
there
is
interest
in
in
ongoing
kind
of
budget
deep
Dives,
perhaps
it's
a
subset
of
the
commission,
but
then
again
one
another,
commissioner,
brought
up
the
the
sense
that
if-
and
this
goes
back
to
what's
in
code,
if
there's
no
real
fiduciary
responsibility,
like
you
know,
is
there
a
need
to
do
budget
deep
Dives
every
year?
Could
we
provide
a
higher
level
overview
and
then
that
fiduciary
responsibility
goes
to
to
city
council?
E
One
of
the
things
that
you
all
may
be
familiar
with
receiving
is
a
director's
report,
which
is
a
kind
of
a
report
out
from
each
division
within
the
department.
They
can
be
pretty
lengthy
and
one
of
the
things
that
we
had
talked
about
with
the
chair
and
vice
chair
and
one
of
the
things
that
Steve
and
I
had
heard
from
staff
is.
That
is
there
a
way
that
we
could
provide
a
bit
higher
level,
not
so
much
a
full
report
out
from
each
division.
E
But
here
are
the
top
things
happening
across
across
the
department,
certainly
with
the
recognition
that
there,
if
there
was
something
in
there,
that
the
commission
wanted
to
pull
out
that
and
talk
through
more
staff
would
absolutely
come
back
with
with
that
higher
level
information.
But
the
the
what
we
heard
back
from
from
commission
members
was
that
they
were
overall.
E
Okay
with
that
thought,
just
a
general
sense
of
you
know
we
kind
of
spent
a
lot
of
time
talking
with
commission
members
about
the
the
ultimate
role
or
where
they
saw
the
providing
more
most
value
and
a
lot
of
it
was
around
less
oversight
or
the
phrase
We
heard
was
checking
the
homework
and
more
helping
shape
the
strategy
with
New,
Perspectives
and
ideas.
So
really
looking
at
long-term
priorities,
projects,
programs
and
really
getting
in
and
helping
the
department
shape.
E
What
what
these
look
like
for
the
long
term
term
I
think
another
pretty
universal
one
that
we
heard
was
some
more
homework,
but
between
meetings,
you
know
we
heard
multiple
times.
E
Sometimes
it
can
be
hard
to
come
to
a
meeting
and
you
feel
like
you're
trying
to
watch
the
presentation
generate
questions
as
they
come
up
also
reading,
and
so,
if
there
is
a
way
for
the
Department
to
be
better
at
providing
more
information
well
ahead
of
time,
perhaps
with
some
key
questions,
key
considerations
so
that
Commissioners
are
able
to
come
to
meetings
more
prepared,
more
ready
to
talk
about
things.
E
So
we
heard
that
pretty
loud
and
clear
that
there
was
a
desire
to
have
some
more
content
to
be
able
to
walk
through
in
between
the
the
formal
meetings
and
then
I'm
I'm,
getting
pretty
close
to
the
end
here
and
then
I'll
pause
and
and
turn
it
back
over
to
the
chair
before
we
get
into
any
draft
recommendations.
E
Just
if
there's
any
reactions
on
this,
but
the
last
one
was
just
what
we
heard
was
a
desire
for
more
engagement
opportunities,
so
outside
of
the
formal
Public
Works
commission
meetings,
whether
it
was
at
the
Watershed,
where
we've
seen
several
commission
members
with
the
work
they're
doing
or
that
are
that
are
office
of
community
engagement,
is,
is
engaged
in
thinking
ahead
to
recycled
water
and
the
role
that
the
community
is
going
to
play
in
that
what
we
heard
was
is
there?
E
Is
there
a
role
for
Public
Works
commission
to
help
play
as
as
kind
of
that
bridge
to
the
community?
You
know
and
an
ambassador
role
as
well.
So
with
that,
let
me
let
me
pause
and
I'll
turn
it
back
over
to
the
chair
to
facilitate
a
discussion
with
you.
A
All
right,
commission,
what
are
your
initial
initial
thoughts
to
some
of
the
the
bullet
points
here?
Anything
jump
out
right
away
is
particularly
of
note.
A
B
I
think
these
are
really
spot
on.
Thank
you
for
being
so
intentional
about
this
process.
I
feel
like
this
really
captures
what
was
discussed
in
my
interview.
B
It
really
gets
at
the
context
of
just
trying
to
make
this
more
malleable
and
like
I
was
thinking,
as
you
were
talking
through.
All
of
these,
like
being
able
to
just
have
more
tactile
experience
with
being
a
part
of
the
Public
Works
commission,
instead
of
just
as
mentioned
in
there
being
an
overview
Community
or
oversight
committee
which
has
value
but
I,
think
it
just
from
personal
experience,
I
like
to
do
things
more
tactilely,
so
I
appreciate
the
listening
and
I
feel
like
that
was
really
reflective
of
what
I
said.
In
my
interview.
A
Awesome.
Thank
you.
Anything
else
stand
out,
or
is
this
all
fairly
aligned
with
your
sentiments,
commissioners.
C
Chair
as
like
a
student,
I'd
love
to
find
more
ways
to
like
get
student
involvement
like
I
loved
the
Watershed
and
like
the
new
initiatives
there.
So
maybe
just
doing
some
of
that.
Thank
you,
chair.
D
Yeah
I
I
share
the
views
commissioner
Morgan
put
forward
too
I
mean
I,
think
you
did
a
great
job
of
capturing
and
as
a
new
commissioner,
you
know,
I
had
I
was
I
had
times
in
my
first
meeting
or
so
where
I
was
like
I'm,
not
exactly
sure.
What
we're
doing
here
and
and
part
of
that
was
the
need
for
a
little
bit
of
foundational
material
and
I
think
it's
in
there.
D
But
it's
the
idea
that
some
kind
of
orientation
material
I'm
in
the
camp
that
we
don't
need
to
be
looking
as
deep
in
the
budget.
Since
we
don't
have
fiduciary
responsibility,
but
something
that
could
be
a
touchstone
for
looking
back
at
later
and
also
Orient.
A
new
commissioner
I
think
would
be
really
helpful
and
the
the
bottom
line
for
me
anyway,
is
the
the
value
of
the
commission.
If
yeah
and
I
I
would
challenge
the
department
to
say,
are
we
getting
anything
out
of
this?
Or
is
it
just
a
lot
of
work?
D
And
obviously
we
don't
exist
just
for
the
Department
who
exists
for
the
citizens,
but
I
think
that
there
could
be
more
collaboration
and
I,
especially
think
you
know,
when
you
look
at
everything
the
department.
Does
the
commission
can't
know
and
give
meaningful
input
on
that,
but
it
could
on
two
or
three
kind
of
longer
and
strategic
policy
type
things
where
we
could
roll
up
our
sleeves
and
get
involved.
H
To
commissioner
Lawrence's
comments,
I
think
we
heard
pretty
consistently
for
those
of
you
that
were
involved
in
the
water
renewal,
utility
planning
process
and
I,
don't
show
of
hands.
I.
Think
two
right
that
was
pretty
like
and
and
former
Commissioners
talk
still
talk
about
that
that
that
process.
How
and
it
was
a
lot
that
we
asked
of
you-
there
were
I
think
I
want
to
say
like
four
three
hour
meetings
in
a
two-month
stretch.
H
There
was
a
lot
of
discussion,
but
it
was
like
the
the
bringing
you
along
starting
with
the
Baseline
of
what
we've
been
talking
about
bringing
along
and
then
what
was
probably
most
powerful
for
us.
If
you're
asking
like
what
is
the
staff
getting
out
of
it,
we've
res
re-framed
how
we
packaged
that
to
the
community
and
to
the
council,
and
then
commissioner
Crowley
at
the
time,
was
the
chair.
When
we
were
presenting
the
recommended
approach
to
council,
you
kicked
this
off
and
it
wasn't.
H
I
didn't
didn't
need
to
coach
you
on
what
to
say
you
I.
Won't.
We
wanted
you
to
say
what
you
thought
and
so
I
think
that
was
powerful
for
us
and
undoubtedly
helped
in
that
big
process.
That
was
a
for
your
undertaking,
so
I
I
think
that's
where
maybe
when
you,
when
you
ask
what
staff
getting
out
like
that,
was
helpful
for
us,
but
but
here
it's
not
about
us,
it's
about
making
sure
the
community
is
engaged
and
like
that
felt
like
we
had
a
note
there
that
we'd
like
to
repeat
so.
A
Awesome,
thank
you.
Yeah
I,
when
I
read
through
these
I
I
share
a
lot
of
these
sentiments
and
it
a
lot
of
these
point
in
two
particular
directions.
A
To
me,
one
is
just
Clarity
having
an
understanding
of
how
we
can
and
should
be
operating
as
Commissioners
as
representatives
of
the
public
and
and
also
as
additive
brain
power
to
staff
and
then
also
in
honing,
finding
ways
that
we
can
be
most
effective
in
our
diverse
and
Myriad
experiences,
backgrounds
and
professions
to
bring
these
perspectives
and
Community
connections
to
to
this
kind
of
work.
So
it
I
I
do
share
a
lot
of
this
sentiment
as
well.
A
Any
any
final
feedback
and
reflection
on
these
commissioner
Crowley.
G
Thank
you,
Mr,
chair,
I
I
would
just
echo
which
I'm
just
and
Abigail
both
said,
and
this
is
really
a
bi-directional
process.
You
know
it's
whatever.
The
department
would
like
to
see
from
this
group.
That
would
be
helpful
from
from
our
point
of
view,
so
that
we
have
some
understandings
of
what
you
would
like
to
see
from
us
and
the
other
part
being.
G
You
know,
you
know
what
well
here's
what
we
think
the
department
should
be
thinking
about
or
considering
as
you
as
you
go
about
your
business,
because
your
your
business
is
critical
to
this
city.
G
You
guys
are
just
really
really
critical
to
the
well-being,
the
citizens
and
the
growth
and
sustaining
this
community
and
making
it
what
it
is
today
and
what
it
will
be
in
the
future
you're
going
to
have
a
big
big
part
in
shaping
that
and
and
driving
creating
that
vision
and
driving
that
Vision,
because
it's
it's
a
very
Dynamic
world
and
things
change
or
and
they're
changing
quickly.
Expectations
are
changing.
G
We
get
down
to
the
the
nuts
and
bolts
and
some
of
this
stuff
on
on
the
budget
without,
as
Jim
said,
the
responsibility
for
you
know
the
budget,
but
I
think
it's
it's
helpful.
If
we
have
some
understanding
so
that
we
can
convey
a
perspective
that
might
be
reflective
of
the
community
at
large
and
so.
A
G
As
you
as
you
put
this
together
you're,
you
may
be
directing
your
presentation
towards
this
audience.
Well,
you
might
be
well
advised
to
think
of
a
different
audience,
different
choice
of
words,
different
presentation,
how
much
detail
and
and
so
on,
I.
You
know,
I
thought
it
was
really
interesting-
the
exercise
and
getting
the
vote
to
approve
the
bonding
that
you
needed
for
implementing
the
water
renewal
utility
plan.
That
was
a
a
strong
statement
of
support
for
this
department
and
for
this
the
city
it
was,
it
was
amazing.
G
I
G
Help
with
or
what
you
would
like
to
get
from
us
but
I
think
it's
fair
to
say
that
we're
all
willing
to
do
whatever
we
can.
You
just
tell
us
what
that
might
be,
and
then
and
let
us
let
us
work
on
it
in
a
way
that
is
productive,
that
you
get
something
from
it
and
we
feel
like
we
can
contribute
I,
don't
think
that
anybody's
reluctant
to
put
in
the
time
it's.
G
Sure
that
we
understand
what
you
would
like
to
see
is
is
the
output
nobody
wants
to
suggest.
We
understand
how
you
you
operate
all
the
the
Enterprise
activities
that
you
do.
There
may
be
bits
and
pieces
of
it
that
we
can
help
with,
but
this
is
a
great
Endeavor.
It's
a
very
important
one.
I
think
we
all
feel
very
strongly
about
it
so
which
I
think
glad
to
just
be
part
of
it.
K
D
A
Her
grandfather
did
I
think
now.
I'll
turn
it
back
to
staff
for
the
next
part
of
this.
E
Yeah,
chair
Commissioners,
really
appreciate
the
the
comments
and
the
conversation
if
I
could
just
build
on
a
commissioner.
Crowley
really
appreciate
those
sentiments
and
I
think
it
is
a.
It
is
a
two-way
conversation
and
it
was
really
a
recognition
that
there
is
so
much
value
at
this
table
today
from
from
experience
from
background
from
professions
that
it
was.
How
do
we
and
then
on
the
other
side,
the
department
wrestling,
as
you
mentioned,
was
some
critical
work
issues
challenges
that
we're
trying
to
work
through.
E
So
how
do
we
set
up
the
process,
the
role
so
that
we
can
fully
leverage
Commissioners
in
a
way
that
that
starts
to
so
that
staff
are
able
to
bring
things
forward
in
a
meaningful
way
so
that
you
all
are
getting
a
lot
of
value
out
of
the
experience,
but
also
from
the
staff
in
the
department
side
we're
able
to
leverage
you
all
in
the
experience
and
and
perspectives
that
you
bring
to
help
us
achieve
a
lot
of
those
ambitious
goals
that
we're
setting
out
to
achieve.
E
With
that,
I
will
jump
down
to
the
So
based
on
what
we
heard.
Essentially,
this
first
page
reflected
back
in
the
conversation
we
all
had.
E
We
took
an
initial
cut
at
what
some
draft
recommendations
might
look
like,
and
please
note
these
are
are
very
draft
and-
and
the
hope
is
that
this
evening
and
again
I'll
turn
it
back
over
to
the
chair
to
facilitate
a
conversation,
but
that
we
can
get
some
reaction
tonight
to
these
initial
recommendations,
refine
and
then
based
on
wherever
the
commission
decides
to
land,
then
we
can
start
to
talk
through
what
next
steps
might
look
like
some
timing
and
some
other
component.
E
So
with
that
set
up
front
again,
using
what
you
all
told
staff,
what
we
heard
from
our
own
staff,
what
we
heard
from
from
others
across
the
city.
We
really
tried
to
embody
everything
that
we
heard
in
the
recommendations
that
the
draft
recommendations
that
we
worked
with
the
chair
and
vice
chair
to
put
together.
E
So,
as
someone
just
mentioned,
clarifying
the
role
I
think
chair
mentioned
that
that
that
was
pretty
apparent,
that
from
both
the
staff
side,
but
also
the
commission
side,
I
think
getting
some
real
Clarity
on
what
are
we
setting
out
to
do?
Even
if
it's
a
one
sentence
line
that
at
the
at
the
beginning
of
every
meeting,
we're
coming
back
to
that?
What
is
the
primary
role
so
you'll
see
that
we
put
some
placeholder
language
in
there.
E
That
is
not
by
any
means
where
we'll
land,
but
essentially
you
know
it's
something
to
the
effect
of
providing
strategic
guidance
on
long-term
initiatives
and
projects,
but
then
I
think
also,
importantly,
what
we
heard
throughout
throughout
our
our
listening
interviews
and
and
then
what
was
also
touched
on
by
some
Commissioners
here-
is
that
there
are
some
things
that
are
are
certainly
written
in
code.
That's
a
legal
requirement.
Connection
fee
appeals,
those
won't
go
away
and
I
think,
as
as
we
talked
to
Heather
her
team
Matt
and
then,
as
we
just
heard
from
commissioner
Crowley.
E
There
is
still
an
important
role
for
commission
to
play
whether
it's
reviewing
fee
rate
information
ahead
of
the
city
council,
and
we
don't
see
that
going
away.
Maybe
just
modifying
it
a
bit
condensing
it
a
bit
and
also,
as
commissioner
warrants
mentioned,
providing
some
some
context
ahead
of
time.
Some
baseline
information.
So
we
we
view
those
as
as
continuing
to
be
important,
not
going
away
just
just
tweaking
it
a
bit
and
then
lastly,
reflective
of
the
what
we
heard
from
commission
members,
just
the
ability
to
act
as
Community
connectors
to
the
department
work.
E
E
So
on?
The
note
of
orientation
I
believe
that
commissioner
warrants
picked
up
on
this,
and
this
was
definitely
a
theme
that
we
heard
as
well
whether
it
was
getting
to
know
commission
members
better
or
getting
that
Baseline
for
information
on
the
department
we
put
together.
This
is
very
draft,
but
what
a
what
a
mock
orientation
might
look
like
so
in
in
this
example,
you'll
see
day
one
of
an
orientation.
The
first
part
you
know
potentially
wouldn't
be
any
staff.
E
It
would
just
be
the
commission
members
getting
together
getting
to
know
you
all
facilitated
discussions,
icebreakers
you
all's
experience
just
so
you
have
that
time
to
Bond
as
a
commission,
it
is
very
important
and
we
will
have
to
make
sure
our
our
legal
team
is
is
in
definitely
part
of
these
discussions,
but
that
no
businesses
is
discussed
at
this
because
we
want
to
honor
every
you
know,
certainly
any
transparency
open
meetings
law
we
want
to
be
to
the
utmost
respectful
of
those,
and
so
you
know
we'll
have
to
be
crystal
clear
on
on
no
business.
E
That
would
come
before
the
commission
being
discussed
at
those,
but
setting
up
an
opportunity
for
you
all
to
get
to
know
each
other
a
little
bit
better.
The
second
then,
on
day,
one
would
be
coming
back
together,
which
would
be
a
public
meeting.
Welcome
from
the
mayor,
I
think
just
reinforces
the
important
role
that
the
commission
plays
and
then
is
where
we
really
spend
a
fair
amount
of
time,
just
giving
an
overview
of
what
Public
Works
does
what
what
what
a
water
renewal
system
is,
what
what
is
trash
collection
recycling?
E
How
does
that
work
just
going
to
the
very
basic
level
of
what
a
public
works
department
does,
which
I
think
is
pretty
easy
to
gloss
over,
because
we,
as
you
all
mentioned,
there's
just
so
much
content
that
we
it's
like.
We
just
jump
into
a
lot
of
the
details,
so
I
think
just
getting
in
some
ways
back
to
the
the
very
high
level,
the
very
basics
of
what
the
department
does.
What
are
the
critical
services
that
we
provide
and
why
why
it
matters?
E
Also,
we
thought
a
good
opportunity
to
meet
with
division
leaders
key
staff
from
throughout
the
Departments,
because
you
all
see
names
in
a
lot
of
the
presentations
here
from
different
folks,
so
being
able
to
put
a
a
face
and
a
to
the
name
and
and
to
the
work.
And
then
we
thought
this
might
also
be
an
opportunity
that
we
could
present
on
the
priorities-
and
perhaps
commission
says
okay.
E
We
for
this
year,
for
this
coming
year,
we'd
like
to
select
these
two,
these
three,
this
one
and
then
staff
takes
that
back
and
then
puts
together
the
plan
of
how
we
bring
that
content
back
to
you
all
in
a
meaningful
manner.
So
how
do
we
use
that
initial
orientation
meeting
to
set
the
content?
E
That
commission
would
like
to
dig
in
for
the
year
as
I
believe,
commissioner
warrants
touched
on
providing
a
budget
Overview
at
the
the
at
the
beginning
of
the
year,
so
Heather
Matt
their
team,
just
making
sure
that
you
all
have
a
good
sense
for
the
lay
of
the
land.
E
What's
important
as
we
consider
going
forward
what
you
all
will
will
be
expected
or
the
role
of
commission
in
you
know
sending
any
budgetary
items,
fees,
commodity
prices,
so
making
sure
you
have
that
context
before
we
dive
in
and
then
just
spending
the
last,
the
last
portion
of
this
to
go
over
things
like.
Let's
make
sure
we
all
feel
good
about
the
commissioner's
role,
go
over
with
legal,
any
sort
of
Robert's
Rules.
E
So
the
the
you
know
how
the
process
works
of
the
commission
meetings
itself,
the
nuts
and
bolts
of
running
a
commission
meeting
and
then
spending
a
fair
amount
of
time
just
opening
it
up,
especially
with
new
commission
members
that
maybe
haven't
been
around
providing
ample
opportunity
to
ask
any
question
about
the
the
commission,
the
rules,
the
role,
any
question
of
staff,
so
really
providing
that
that
Avenue
that
that
venue
for
folks
to
ask
all
the
questions
they
want
and
then
orientation
day.
Two
maybe
three
would
be
tours
and
I
know
we've.
E
This
has
not
been
for
lack
of
trying,
I,
think
staff,
and
you
all
certainly
recognize
the
power
of
being
able
to
to
see
the
the
actual
things
that
we
were
talking
about,
rather
than
on
a
on
a
PowerPoint
slide.
So
I
think
this
is
reflective
of
making
sure
before
we
get
into
the
talking
about
the
topics
you
all
are
able
to
get
out
to
see
them
to
listen,
to
talk
to
discuss
with
staff
about
these
key
pieces.
E
That
will
then
be
coming
back
in
front
of
you
to
talking
more
because
I
I
think
it
makes
for
a
more
Rich
dialogue
when
you've
been
there.
You've
seen
it
and
so
just
put
together
a
draft,
a
draft
agenda
of
what
that
might
look
like,
but
obviously
large
body
of
work
around
climate,
so
geothermal
electrification,
ensuring
you
all
get
out
to
the
water
renewal
facilities,
both
West
Boise
and
Lander,
and
the
farm
which
you
all.
E
We
all
talk
about
a
lot
being,
not
only
the
biosolids
application
on
one
section,
but
also
the
Compost
Facility.
That
is
located
there
as
well
and
then
take
you
all
out
to
Western
Recycling.
Look
out
at
some
electric
vehicles
that
Republic
has
had,
but
then
talk
a
lot
about
recycling
compost
trash
so
that
again,
you
all
have
a
better
frame
of
reference.
When
we
bring
these
topics
back
to
you
all
this
is
going
to
be
a
logistics,
Humdinger
I
would
say
so.
E
We
will
have
to
spend
some
time
and
we
certainly
don't
have
to
to
hammer
out
all
the
details
here
this
evening,
but
a
reflection
that
this
is
important
and
making
sure
that
you
all
get
a
good
sense
kind
of
boots
on
the
ground
of
what
we're
going
to
be
covering
before
we
really
dive
into
a
lot
of
these
topics
and
I'm
almost
done
and
then
we'll
do
the
same
thing.
I'll
pause
and
turn
it
back
over
to
chair.
E
So
I'd
say
this
is
the
the
largest
shift
that
we're
proposing
and
it's
essentially
moving
to
a
as
as
currently
we
are
doing,
monthly
meetings
Shifting
the
meeting
Cadence
to
quarterly,
but
spending
more
time
per
meeting,
allowing
us
more
time
to
dive
into
the
topics.
So
this
goes
back
to
what
we
heard
in
in
interviews
with
you
all
but
and
I.
E
This
was
a
sentiment
that
came
across
was
essentially,
we
want
to
be
talked
at
less
and
more
of
a
Roundtable,
allowing
us
like
more
of
a
focus
group
style
where
we're
able
each
commissioner
is
able
to
share
more
thoughts,
be
able
to
dive
in
more
so,
rather
than
just
us
standing
up
here
and
giving
PowerPoint
presentations
for
every
commission
meetings.
How
do
we
set
this
up
in
a
way
where
you
all
are
doing
a
lot
more
of
the
engaging
and
talking
and
helping
shape,
rather
than
us
just
talking
at
you?
E
So
that
was
an
important
point.
The
second
one,
as
you
all,
will,
will
see
a
bright
line
back
to
the
give
us
more
in
between
and
and
was
I
think
typified
by.
E
Commissioner
Crowley's
note
on
there's
no
lack
of
want
to
to
dig
in
and
no
lack
of
desire
to
to
do
the
work
so
providing
more
content
ahead
of
the
meeting
so
that
when
you
all
come
to
these
meetings,
we
can
be
prepared,
they're,
fruitful
and
so
here's
what
we
saw
that
looking
like
so
providing
additional
context
and
reading
before
the
meetings.
But,
more
importantly,
also
the
key
questions
or
considerations
that
we're
going
to
be
talking
about.
So
if
it
was
topic
a
you
know,
we
would
prep
you
all
with.
E
These
are
the
four
questions
that
we're
really
wrestling
with
and
we
need
you
all
to
help
shape
whether
it's
policy,
whether
it's
a
project,
consideration
so
that
coming
into
that
meeting,
you've
got
your
wheels
turning
ahead
of
it,
you
all
have
some
thoughts
and
that
precipitates
that
more
Roundtable
style
of
discussion,
rather
than
just
the
presentation
at
you
all.
E
A
brief
director's
report
like
we
talked
about
with
department-wide
updates,
so
rather
than
kind
of
a
detailed
readout
of
everything,
that's
happening
across
every
division.
It's
more
high
level
that
that
Steve
and
and
staff
sit
down
and
put
together,
but
also
importantly,
with
the
caveat
that,
if
there's
something
in
there
that
you
all
would
like
to
pull
out
and
and
hear
more
about,
have
a
deep
dive.
E
We
will
certainly
bring
that
forward
to
you
all
but
giving
you
a
a
more
high
level
report
out
of
the
important
Milestones,
maybe
in
the
past
quarter
and
in
the
quarter
ahead
from
the
Department
and
then
really
focusing
on
what
the
community
engagement
opportunities
are
ahead.
So
working
with
our
office
of
community
engagement,
specifically
for
Public
Works.
What
are
the
touch
points
that
we
have
with
the
community
in
the
next
quarter?
E
Whether
they're
outstanding
surveys
focus
groups,
whether
they're
Community
open
houses
and
then
what
are
the
roles
that
that
we
could
use
Assistance
or
help
on,
so
that
the
commission
has
the
ability
to
kind
of
Select
and
and
express
interest
in
in
how
that
could
how
that
could
shape
out.
So
those
would
be
that
the
kind
of
packet
that
would
come
to
you
all.
You
know
a
week
two
weeks
ahead
of
the
meeting
so
that
you
can
really
spend
some
time
and
come
prepared
to
really
dive
into
the
content.
E
There
are
currently
work
sessions
that
are
also
on
the
calendar
and
there's
really
no
I
guess
like
shift
here
rather
a
we
would
just
absorb
those
those
meetings
into
this
new
Cadence.
So
those
those
work
sessions
were
on
the
calendar
to
us
to
essentially
accomplish
this
same
thing,
provide
an
opportunity
to
do
deep,
Dives.
So,
with
this
new
setup,
this
new
Cadence,
that's
what
we
would
do,
so
it
would
take
off
another
kind
of
set
of
meetings.
That
was,
you
know
some
we
would
have
some.
E
We
would
cancel
so
just
streamlining
that
process
and
then
budgets
and
rates
would
still
be
recommended
for
approval
by
city
council,
but
would
be
condensed
so
you
all
would
still
have
that
role
as
as
Matt
walked
you
all
through
here.
We
feel
that
there's
value-
and
we
heard
from
the
commission
that
there's
still
value,
but
we
just
look
at
how
we
would
condense
that
that
packet
for
you
all.
So
it
was
a
lot
of
me
talking.
Let
me
turn
it
back
over
to
the
chair.
A
D
Share
that
that
view
as
well
I
think
it's
really
really
thoughtful.
I
I
also
think
it's
fairly
ambitious.
Some
parts
of
it
like
It
just
strikes
me
that
there's
a
lot
of
Staffing
and
effort
that
goes
into
the
orientation,
especially
that
day
two
I
guess
I
can
Envision
that
and
I'd
encourage
that
one
way
to
do
that
also
would
be
to
say
during
during
the
year.
D
If
you
will,
because
I
know
you
do
a
lot
of
other
tours
and
events,
but
instead
of
having
it
to
be
exclusively
for
the
commission,
it
could
be
that
we're
going
out
to
the
farm.
There's
these
opportunities
and
Commissioners
could
take
their
own
initiative.
I
really
share.
Commissioner
cross's
comment
earlier
about
the
Watershed
and
the
ability
just
to
talk
to
a
lot
of
people,
not
just
the
Consultants
that
were
getting
feedback,
but
there
was
a
lot
of
interaction.
D
A
I'm
I'm,
really
excited
and
I'm
going
to
sound,
like
a
nerd,
I'm
really
excited
for
the
the
homework
and
the
reading
ahead
of
time,
because,
where
I
have
found
my
role
most
useful
is
when
I
do
have
enough
time
to
solicit
input
and
feedback
and
ideas
from
my
networks,
outside
of
this
room
for
their
ideas
and
and
working
on
projects
together
and
and
just
really
really
boosting
the
profile
of
the
work.
A
That's
done
in
public
works
and
helping
other
folks
feel
connected
to
to
the
kind
of
work
that
we're
doing
as
well.
So
really
looking
forward
to,
hopefully
that
change
coming
soon.
Commissioner
Morgan
and
then
professional
Crowley,
chair.
B
It's
kind
of
to
marry
commissioner
words
and
your
thoughts
I
think
for
the
second
orientation
day
that
you
proposed.
It
would
be
really
helpful,
maybe
to
have
them
sporadically
throughout
the
year,
while
it
would
be
nice
to
have
it
condensed
and
be
able
to
go
and
see
everything
as
a
new
commissioner
I,
don't
think
it's
critical
to
being
able
to
do
the
dive
into
the
work
and
I
think
better
way
to
be
able
to
or
maybe
in
a
more
inclusive
way
to
like
go
about.
B
It
is
making
it
not
a
full
event
but
being
able
to
incorporate
families
and
friends
to
those
things.
So
that
way,
they
can
also
speak
to
these
experiences.
Build
that
experience
and
then
be
able
to
speak
to
a
like
wider,
have
a
larger
ripple
effect
to
have
more
understanding
of,
like
all
the
different
facilities
that
Public
Works
has
and
then
more
people
can
speak
to
it
and
they're
wonderful
experiences
at
those
facilities.
B
So
I
know
that
the
logistical
nightmare
to
do
that
on
one
day
or
two
days
and
so
I
think
spreading
it
out
and
then
being
able
to
have
it
be
more
inclusive
and
then
maybe
even
having
it
open
to
the
community.
I
I,
don't
know
where
the
value
there
would
be
value
in
that.
But
I
don't
know
if
that's
worth
navigating.
G
Commissioner
Crowley
I'm
Mr
chair,
thank
you.
One
of
those
Colin
has
been
this
just
came
to
mind.
Listening
to
Christmas
shopping
in
terms
of
Outreach.
You
know
the
city
has
chartered
what
they
call
Neighborhood
associations
and
there
are
over
30
of
them
throughout
the
city.
A
lot
of
them
are
very
active.
G
They
have
set
up
boards
and
they
have
their
regular
meetings,
and
that
might
be
a
group
for
us
as
Commissioners
to
reach
out
to
and
ask
for
time
on
their
agendas
in
their
meetings
to
talk
about
what
the
public
works
department.
Slash.
Commission
is.
K
G
These
are,
as
you
probably
know,
there's
never
a
lack
of
issues
in
the
public
for
discussion
in
terms
of
what
the
city
is
doing
or
what
it's
not
doing,
or
how
it's
doing
it
or
whatever,
and
so
I
think
there
is
no
real,
wide
understanding
and
appreciation
for
what
the
public
works
department
is
doing
and
how
important
it
is
to
try
and
temper
some
of
that
stuff.
G
There's
there's
some
I
think
a
lot
of
misinformation,
but
nonetheless
these
are
perceptions
that
are
out
there
and
I
think
this
might
be
one
way
for
this
commission
to
do
something:
to
address
those
perceptions
and
and
show
the
the
stuff
that
most
of
the
people,
let's
say,
don't
see,
don't
understand
it
and
don't
appreciate
it
and
I
think
it's
really
important
for
them
to
understand
what
is
being
done
and
being
done
well
by
the
city
in
the
context
of
of
the
Enterprise
functions
that.
I
A
Thank
you
any
other
yeah,
commissioner.
B
Morgan
just
to
build
off
of
that
I
think
because
we
have
such
a
light
touch
with
not
light
touch,
but
a
layperson
touch
with
Public
Works.
Then
we're
able
to
then
go
speak
up
the
community
in
those
non-technical
terms
and
be
able
to
relate
to
folks
and
help
them
build
their
understanding.
So
I
think
that's
a
really
good
point.
G
Chair
Colin,
would
you
mind
just
sending
us
a
copy
of
your
last
slides
the
outline
that
you
have
and
give
us
some
time
to
chew
on
it
maybe
get
back
to
you
is
any
suggested
revisions,
or
you
know
that
kind
of
thing,
starting.
E
A
K
Thank
you.
I
was
just
going
to
add
that
when
we
were
discussing
this,
we
did
think
about
how
we
didn't
want
to
add
more
work.
It
was
this
idea
of
with
the
orientation
and
what
the
tours
were
like
fit
Us
in
where
you
can
you're
already,
wherever
you're
already
doing
it
see.
If
you
can
incorporate
those
so
I
want
you
to
know
that
that
was
definitely
discussed
in
the
meetings
that
we
had
and
also
the
Orient
or
excuse
me
with
the
tours
I,
don't
think
we
were
thinking
one
day.
K
We
were
thinking
many
ways
of
doing
it,
but
I
just
wanted
you
to
know
that
we
were
like-minded,
as
we
were
thinking
about
that
too.
How
do
we
go
ahead
and
do
this
and
then
the
only
piece
that
that
was
new
to
me
was
this
idea
that
you
could
not
talk
business
on
those
trips,
so
that
was
the
that
was
the
one
we're.
H
K
J
H
H
The
tours
we
could
set
up
in
ways
and
I
can
the
admin
staff
I
can
feel
their
their
eyes
on
me
right
now.
We
could
set
this
up
and
we've
done
this.
Let
me
just
take
a
step
back
in
the
past.
We
have
had
me
commission
meetings
on
location
right,
so
we
went
to
the
farm.
There's
a
nice
conference
room
at
the
farm,
new
admin
building
we've
had
a
commission
meeting
there.
The
logistical
challenge
is
how
we're
executing
the
meetings
now
to
be
efficient
is
we're.
H
Recording
these
we'd
have
to
just
figure
out.
How
do
we
make
sure
that
the
public
process
is
true
to
what
we
want
it
to
be,
while
doing
it
remotely?
That's
we're
going
to
figure
that
out,
but
we
might
have
it
so
that
we
could
talk
business
and
then
have
a
tour
as
well
of
the
facilities.
While
we
had
the
commission
meeting,
we've
done
that
in
the
past,
so.
A
B
Expressing
gratitude
to
you
and
by
share
and
then
also
to
staff,
I,
think
this
is
a
really
needed
effort
just
to
do
a
refresh
of
make
it
more
valuable
to
everyone,
and
so
that
way
we
can
all
like
get
in
the
weeds
together
and
have
a
good
time
doing
it.
A
Thank
you,
so
a
few
other
questions
that
we
have
as
we
are
noodling
through.
What
these
changes
could
look
like
are
we
currently
have
two
subcommittees
helping
dive
into
some
of
the
details
that
public
works
department
is
engaging
in
one
is
the
water
renewal
subcommittee
and
then
another
is
the
climate
action
subcommittee,
and
so
how
does
the
work
done
on
those
subcommittees?
G
A
G
I
liked
the
idea
of
the
subcommittees,
I
think
I
think
for
those
that
have
specific
interests
and
and
backgrounds
or
skill
sets
that
address
or
relate
to
those
topically.
The
areas
or
topics
that
are
covered
in
those
subcommittees
is
really
helpful
and
I
don't
see
any
reason
why
we
can't
continue
to
do
that
and
fold
that
in
into
this
new
outline
and-
and
you
know,
the
the
subcommittees
are
going
to
change,
things
are
going
to
change.
The
city
is
changing,
technology
is
changing.
G
A
Yes,
I'm
of
a
similar
mind,
especially
if
we
do
meet
less
frequently.
This
could
be
an
opportunity
for
a
commission
representation
in
some
of
the
the
direction
of
the
work
that
we
could
then
include
through
periodic
updates
or
or
presentations
at
those
those
less
frequent
meetings,
commissioner,
crowd
I'm.
G
Sure
I
would
also
just
amend
my
last
comments
to
include
issues
of
public
policy.
I
really
think
that,
there's
more
that
we
should
be
thinking
about
not
just
the
topics,
but
the
public
policy
aspects
of
things
that
we
we
want.
I
think
we
all
want
the
same
thing
for
our
city
and
our
community
and
I
think
I.
Think
public
policy
is
is
really
important.
It's
going
to
get
more
important
people
are
paying
attention
to
things,
so
that
would
just
amend
my
last
comments
to
include
that.
G
A
You
thank
you.
What
are
your
thoughts
on
these
subcommittees,
as
they
are
I'd
be
interested
in
hearing
from
Commissioners,
Morgan
and
Ellis,
as
well
from
from
your
participation
in
in
subcommittees.
B
And
chair
I'll,
largely
Echo,
commissioner
Crowley
I
feel
like
I,
really
get
a
lot
of
value
from
them.
I
think
they're
just
very
interesting
and
helped
me
get
a
better
understanding
of
what
staff
are
doing
and
I
also
just
love
the
content,
so
I
feel
like
a
fish
and
water
and
just
really
love
being
able
to
dive
into
those
subjects.
B
That
said,
I
don't
want
to
I
recognize
like
the
subcommittee
structure.
I
think
only
allows
for
two
Commissioners
at
the
time,
so
I
don't
want
to
hoard
away
from
other
folks
who
would
find
being
on
the
committee
or
on
the
subcommittee
really
enjoyable.
B
So
maybe
it's
worth
discussing
folding
it
into
the
larger
group
and
having
that
be
as
if
we
decide
on
two
to
three
priorities
or
one
priority
or
whatever
it
may
be
discussing
doing
one
of
those
like
the
subcommittee
structure
that
we
currently
have
holding
it
up
into
those
priorities,
since
it
is
a
little
bit
more
exclusive
versus
in
inclusive
of
the
committee
members
or
commission
members.
Interesting.
A
Yeah
and
I'm
also
wanting
to
be
mindful
of
that
bi-directional
relationship
and
make
sure
that
whatever
structure
we
move
forward
is
we
move
forward
with,
would
be
useful
and
rewarding
and
additive
to
staff
as
well,
so
definitely
interested
as
we
do
continue.
These
conversations
I'm,
definitely
interested
in
the
feedback
of
of
department,
heads
or
or
other
other
leaders
in
public
works.
D
Thank
you,
Mr
chair,
I
I'm,
a
bit
unfamiliar
with
the
decision
to
have
a
subcommittee
and
how
it's
charged
and
then
how
it
it.
It
finishes
its
work
if
you
will
and
how
it
communicates
I
think
to
commissioner
Morgan's
Point
how
it
communicates
with
the
commission,
so
I'm
not
really
well
versed
in
it,
but
it
does
seem
like
with
this
new
framework
idea,
at
least
the
proposal.
That's
out
there.
The
idea
of
a
prioritized
list
that
the
commission
works
on
should
inform
what
and
whether
you
need
subcommittees.
A
Yes
and
apologies
to
Commissioners
Winston
cross
I
I
forgot
to
fill
you
in
on
the
subcommittees
that
we
have
so
we
have
a
two
big
projects:
two
big
fields
of
work,
one
climate
action
and
the
other
water
renewal
that
a
few
of
us
periodically
check
in
with
relevant
staff
to
dive
into
some
details
and
help
with
some
strategic
Direction
in
in
those
fields.
A
I
know
that
our
thinking
on
the
the
Water,
the
water
renewal
subcommittee
has,
at
least
from
my
perspective,
been
really
really
rewarding
to
learn
more
about
the
big
projects
and
and
dive
into
some
of
our
strategy,
our
relationship
with
our
other
partners
and
and
learn
more
about
some
of
the
financials
Etc.
That.
H
Yes
sure
I
was
just
going
to
add
so,
for
example,
one
of
our
most
recent
water
renewal
subcommittee
meetings.
We
did
discuss
policy
related
to
the
Recycled
water
program,
draft
policies
around
highest
and
best
use
of
the
water
and
then
we're
moving
on
into
a
Good
Neighbor
policy.
So
to
commissioner
Crowley's
point
on
wanting
to
talk
about
policy
implications
of
a
recycled
water
program,
we're
trying
to
frame
those
better.
H
We
have
drafts
of
them
and
once
we
get
those
files,
we'd
come
to
the
larger
commission
with
those,
but
it
was
almost
like
with
the
sub
committees.
Our
intention
was
to
kind
of
just
test
like
tell
us
what
you
think
are
we
are
we
way
off
the
mark
on
this?
Did
we
miss
anything
or
any
feedback?
We
got
really
good
feedback
in
that
first,
discussion
of
the
highest
and
best
use
policy.
So
just
an
example:
yeah.
A
It's
almost
like
we're
doing
some
of
the
the
leg
work
so
that
we
all
don't
have
to
jump
in
there
and
do
that
and
then
those
discussions
are
also
included
in
minutes
with
our
agenda
I,
believe
and
and
can
be
sent
out
separately
for
further
further
detail.
D
Yeah
Commissioners
yeah
Mr
chair.
Thank
you
a
lot
for
the
additional
context
I
had
heard
about
some
about
the
subcommittees,
but
it's
just
part
of
me
being
on
the
learning
curve.
So
I
really
appreciate
it,
and
what
I
also
am
glad
to
hear
in
these
comments
is
that
it's
been
a
really
productive
venture
to
have
subcommittees
I've
been
involved
in
other
committees
and
other
subcommittee
kind
of
contexts
where
they're
kind
of
an
albatross
or
can
be
to
an
organization
or
just
depends
on
the
resources.
A
Yes
and
hopefully
to
the
public
as
we
cut
down
on
a
unnecessary
meetings
and
lengthy
discussions,
dive
into
some
more
detail
and
get
some
better
outcomes
to
move
forward
with
any
other
thoughts.
A
All
right,
the
that
last
question
that
I
have
is
if
this
all
generally
looks
good,
maybe
some
sanding
around
some
rough
edges
to
iron
out
some
of
the
the
details.
When
would
we
hope
to
implement
some
of
these
recommendations?
A
B
H
Chair,
commissioner,
that's
yeah
May
will
wrap
up
the
budget
process
and
then,
after
that,
we're
kind
of
we
can.
We
could,
if
you
wanted
to
make
that
transition
starting
in
May
I.
C
B
I
guess
I
have
another
clarifying
question
then
from
that
chair.
Who
would
it
be
an
extensive
lift
to
then
start
transitioning
into
this,
because
there
would
be
a
lot
more
Preparatory
materials
like
just
a
little
bit
more
thought
and
intention
to
like
ask
those
clarifying
questions
ahead
of
time.
So
we
are
oriented
in
the
correct
way.
H
B
H
B
H
You
want
to
hear
for
the
rest
of
the
year
yeah
and
then
maybe
maybe
we
get
on
an
app.
We
haven't
thought
through
the
ship,
but
maybe
it's
where
we
get
on
when
FY
starts,
we
can
kind
of
set
the
content
for
the
following
year.
I
don't
know
we'll
have
to
work
through
that,
but
go.
B
Yeah,
that's
that's
helpful,
I
guess
then
my
recommendation
would
be
doing
starting
in
a
suburb,
Cadence
figuring
out
when
there's
availability
to
start
meeting
for
three
to
four
hours
in
the
summertime,
based
on
those
that
input
and
being
mindful
of
when
the
topics
would
start
or
like
when
we
would
start
learning
about
topics
and
then
being
able
to
start
prioritizing
those
topics,
I
think
getting
in
sync
with
that
I
think
would
just
be
helpful.
So
that
would
be
my
recommendation.
D
Yes,
thank
you.
Mr
chair,
the
I
would
agree
with
that
sooner.
That
is
better,
although
aren't
there
some
legal
issues
to
iron
through
that
might
take
a
little
bit
longer.
I
mean
just
that's.
The
only
concern
I
would
have
is
that
that
has
to
be
pretty
Bulletproof
on
what
we
how
we
operate
in
these
these
ways,
chair.
H
Commissioner
Warrens
it's
a
good
question:
I,
don't
think
we're
proposing
changing
in
the
bylaws
or,
what's
in
the
ordinance,
maybe
Ed.
Please
keep
me
on
the
straight.
I
And
narrow
here
yeah
excuse
yeah.
We
would
need
to
change
the
bylaws,
so
we
need
to
be
an
amendment
to
the
bylaws
and
that
can
be
done
by
a
majority
vote,
the
commission,
so
that
could
happen
next
May
and
then
we've
been
looking
at
this
and
making
sure
that
it
fits
with
an
open
meeting
law
guidelines
and
we
would
be
able.
So
it's
not
that
we
haven't
been
looking
at
this
there's
a
you
know.
Maybe
we
give
it
a
final
pass
and
sand
down
a
little
bit.
G
I
But
so
we've
been
looking
at
it,
so
I
think
we
can
move
on
it.
Pretty
quick.
H
So
I'm
wondering
Sheriff:
maybe
we
come
back
so
we
have
the
budget
wrap
up
in
May.
Maybe
at
that
meeting
we'll
come
back
we'll
send
this
information
out,
maybe
we'll
work
with
legal
to
say.
Okay,
given
this
information,
it
seems
like
the
commission
is
relatively
comfortable
with
what's
being
proposed,
we'll
have
some
tweaks.
Maybe
we
draft
the
updated
bylaws
so
that
we
could
talk
through
it
in
May
and
if
we
don't
have
it
done,
we
don't
have
it
done,
that's
fine
and
then
we
can
work
on
it
through
June.
H
A
That
sounds
like
a
pretty
good
timeline
for
me
that
gives
us
this
this
month
to
digest
this,
these
recommendations
and
this
feedback
and
send,
along
any
other
thoughts
to
staff
for
the
construction
of
potential
potential,
new
or
potential
updates
to
the
bylaws
and
logistical
re-combobulation.
A
H
Chair
commissioner
Crowley,
yes,
there
are,
there
are
a
couple
of
topics
in
the
modern
zoning
code
that's
being
proposed.
One,
for
example,
is
we
have
in
the
modern
zoning
code
a
requirement
for
an
assured
water
supply
so
that,
if
you're
there's
a
criteria
on
what
kind
of
projects
would
have
to
demonstrate
an
assured
water
supply,
meaning
it
can't
just
be
a
paper
right.
It
needs
to
be
wet,
wet
water,
and
how
would
you
we
have
thoughts
on
how
that
happens.
H
I'm
sure
there'll
be
perspectives
from
the
community
on
that.
But
what
we're
trying
to
set
up
for
our
our
city
is
avoiding
some
of
the
issues
that
we
see
happening
in
other
communities
where,
like
Scottsdale,
is
the
one
that
comes
to
mind.
There's
been
several
New
York
Times
pieces
on
some
developments
that
have
happened
either
outside
Scottsdale
or
right
on
the
boundary
that
are
basically
out
of
water
and
there's
no
obligation
for
the
city
of
Scottsdale
to
serve,
and
so
it's
just
creating
a
big
big
controversy
and
a
headache.
H
A
All
right
any
other
thoughts
from
the
commission.
A
All
right,
seeing
none
I,
look
forward
to
our
continued
feedback
throughout
this
month,
and
our
discussion
at
our
May
meeting
and
I'd
just
like
to
applaud
staff
for
all
the
the
vision
and
work
that's
gone
into
like
thinking
differently
about
how
we
can
utilize
this
asset
in
our
community
and
in
this
work.
I
think
that
it's
pretty
Visionary
and
it
really
could
set
set
a
tone
for
the
rest
of
the
city
to
to
continue
to
innovate
and
find
ways
to
better
serve
everyone.
Okay,.
H
And
sir
I
just
had
two
hook,
things
I
want
to
go
over
before
I
know
we're
running
over,
but
I
just
want
to
provide
the
commission
update
the
Micron
pilot.
We
received
the
equipment
in
March.
We're
really
excited
about
the
the
process.
We
have
it's
going
to
be
some
of
the
most
advanced
wastewater
treatment
technology
in
the
world
that
we're
going
to
be
testing
out
at
that
site
and
Micron
has
been
a
great
partner,
we're
going
to
divert
some
of
their
existing
flows
to
run
different
setups
of
the
technology.
H
Different
sequences
of
Technology,
we're
partnering,
with
the
University
of
Idaho
on
they're,
going
to
be
testing
the
brine
that
we
pull
off
to
see.
What's
in
the
brine,
we're
looking
at
things
like
pfos
emerging
constituents
is
a
big
part
of
the
pilot
it'll
help
with
the
design
process,
we're
going
to
train
operators
on
the
pilot,
so
we'd
like
to
get
you
out
there
at
some
point,
going
back
to
the
tours
or
or
just
let
you
know
that
tours
will
be
available,
and
maybe
that
could
be
just
something
that
you
all
seek
out.
H
But
we're
really
excited
like
it's.
It's
going
to
be
really
neat
and
then
I
was
the
reason.
I
was
late
and
I
apologize
for
that
I
was
presenting
at
the
Arts
Commission
on
the
Public
Works
arts
master
plan
and
we're
about
to
launch
on
that
we're.
The
Arts
Department
is
hiring
the
Public
Works
Arts
coordinator,
and
we
really
want
to
start
implementing
that.
So
that
would
be
an
interesting
topic.
Thinking
of
you
know
what
is
it?
What
was
it
that
we
want
to
prioritize?
H
What
are
the
types
of
projects
that
you
all
be
interested
in
providing
feedback?
That
would
be
a
really
interesting
because
I'm
thinking
about
I
typed
up
several
topics
that
we'd
like
to
propose
back
to
you
all
we're
going
to
be
that
the
percent
for
art
ordinance
that
we
have
is
the
1.4
percent.
H
Considering
our
capital
budget,
that's
going
to
be
a
significant
investment
and
we
want.
While
the
Watershed
is
a
wonderful
facility,
we're
really
proud
of
it
and
the
public
art.
That's
there.
We
would
like
to
get
out
into
the
community
with
more
pieces
in
the
downtown
bench-
neighborhood
associations
partnering
with
airport
parks,
to
try
to
Leverage
and
raise
attention
to
things
like
water
supply,
climate
issues,
ETC.
So
we'll
we'll
be
back
in
front
of
you
with
them.
Awesome.
G
Commissioner
Crowley
Mr,
chair
Steve
regarding
the
art,
it
sounds
like
that
might
be
an
area
for
another
subcommittee
from
this
group,
because
we
have
some
people
on
this
on
this
commission
that
are
very
much
into
the
Arts.
H
Yeah
chair,
commissioner
Conley,
that's
absolutely
was
something
we
kicked
around.
That
would
be.
We
talked
about
that
being
our
third
subcommittee,
so
you're
you're
already
on
it.
A
All
right,
thank
you
very
exciting,
update
anything
else
to
come
before
the
commission.