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From YouTube: Boulder City Council Meeting 4-26-22
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B
Let
me
start
with,
I
don't
know,
pass
it
back
to
you.
Can
we
have
confirmation
from
ryan
al
buhari?
We
are
live
on
channel
8.
C
A
Good
evening
and
welcome
to
tonight's
study
session
of
the
boulder
city
council,
I'm
council,
member
tara,
winer,
thank
you
for
joining
us,
so
we
have
on
tonight's
agenda
two
items.
Our
first
work
item
will
cover
wildlife
for
wildfire
protection
and
resiliency,
and
our
second
item
will
be
an
overview
of
the
draft
2022
boulder
parks
and
rec
master
plan.
I
know
that
both
of
these
items
are
of
great
interest
to
our
community.
I'm
really
looking
forward
to
tonight,
but
first
we're
going
to
start
this
evening
with
a
few
announcements.
A
So
please
community
consider
applying
to
these
boards
and
commissions.
We
have
the
beverage
licensing
authority,
the
boulder
junction
boulder
junction
at
access
district
parking,
try
saying
that
three
times
fast
boulder
junction
access,
district
travel
demand
management,
board
of
zoning
adjustment,
cannabis,
licensing,
advisory
board,
design,
advisory
board,
downtown
management,
commission
library,
commission,
university
hill,
commercial
area
management,
commission
applications
are
being
accepted
until
further
notice
find
boarding,
commission
descriptions
and
vacancies
online
at
www.bouldercolorado.gov.
E
A
I
just
got
a
text
from
a
community
member
that
they're
trying
to
get
onto
channel
8
and
they're.
Having
trouble.
You
think,
that's
just
him
or
is
it
a
issue?
Is
there
some
way
to.
A
So
before
we
go
into
our
work
items,
I
would
like
to
outline
how
this
meeting
is
going
to
be
conducted.
First,
we're
going
to
review
staff's
presentations
for
each
of
the
work
items
and
then
we're
going
to
have
time
for
questions
so
city.
Council
members,
please
wait
for
staff
to
finish
their
presentation
before
we
ask
questions
as
we're
going
to
have
plenty
of
time
for
discussion
after
each
item
and
now
I'll
ask
city
manager,
nuria
rivera
van
der
meyer,
to
introduce
our
first
work
item.
E
I
know
one
that
all
of
you
have
been
asking
to
have
together
and
so
excited
that
we'll
be
starting
and
kicking
that
off
today
and
one
that
I
want
to
just
say
that
we
probably
won't
be
able
to
finish
tonight,
and
so
we
hope
that
it
will
be
a
series
of
conversations
that
we
will
continue
to
have
in
the
future
and
what
I
hope,
you'll
see
as
I
pass
the
reins
over
to
our
fire
chief
to
kick
this
off-
is
that
the
work
doesn't
just
sit
with
one
department.
E
F
Thanks
neria
good
evening
council
for
the
record
mike
calderazo
fire
chief,
I
thought
I'd
echo
what
nuria
just
mentioned
about
the
local
disasters
we've
had
and
the
fact
that
if
you
just
look
at
the
names
on
the
list
here
tonight
to
help
answer
questions,
I
don't
think
there's
a
department
in
the
city
that
isn't
called
to
action
when
a
wildfire
disaster
doesn't
occur
in
our
area.
F
So
really
it
is
an
all
hands
kind
of
effort,
and
even
though
I'm
leading
the
presentation
tonight,
though,
you'll
hear
from
a
few
other
speakers
as
well
during
the
presentation,
but
it
really
was-
and
it
is
a
true
joint
effort
among
city
departments
and
you'll,
see
that
as
we
talked
about
the
the
presentation
tonight.
So
if
we
could
queue
up
the
presentation,
I
don't
know
if
it's
up
or
not.
I
don't
know
that
I
can
see
it.
F
And
I'll
say,
the
purpose
of
our
presentation
is:
do
our
best
to
sort
of
give
a
broad
overview
of
how
wildfire
response
works
today
and
what
what
prevention
and
mitigation
related
efforts
have
been
happening.
F
F
We
thought
this
would
highlight
and
obviously
being
the
most
recent
larger
fire
that
we
had.
I
think
it
helps
to
illustrate
a
lot
of
what
we're
going
to
talk
about
tonight.
A
lot
of
different
agencies
coming
together,
a
lot
of
work
that
came
together
to
provide
a
successful
outcome.
This
time.
F
I
think
what
I
want
to
stress
as
we
go
through
this
presentation
is
no
matter
how
much
preparation,
planning
and
hardening
we
do
that
threat
of
of
wildfire
may
overtake
us
either
way,
and
the
key
message
for
all
of
us
is
to
be
prepared.
We
are
wildfire
prone
community
and
there
are
things
that
all
of
us
can
do
to
keep
ourselves
as
safe
as
possible.
So
on
the
26th
of
march
this
the
in-car
fire
started
human
caused.
F
A
lot
of
things
came
together
pretty
well
that
day,
starting
with
something
that
I
want
to
highlight
among
our
own
staff.
So
we
have
wildland
specialists
on
the
team
that
share
with
all
of
our
on-duty
resources,
sort
of
a
situational
awareness
type
message
that
basically
hey.
We
got
a
windy
day
coming
a
red
flag
day
coming
you're
gonna
want
to
be
prepared
with
the
right
gear
right
equipment
and
be
able
to
staff
wildland
vehicles
if
necessary,
and
to
get
out
there
and
hit
a
fire
fast.
F
So
there
was
some
situational
awareness
provided
fire
began
very
quickly.
A
lot
of
things
went
right
into
place.
Most
notably,
we
had
our
emergency
operations
center
stood
up
very
very
quickly.
We
were
able
to
contain
this
fire
to
190
acres.
F
We
used
and
you'll
I'll
talk
about
this
in
just
a
minute:
resources,
locally,
regionally
and
even
at
the
state
level,
and
we're
able
to
have
really
a
successful
outcome
because
there
were
no
injuries
to
anyone
and
those
structures
lost
in
this
blaze,
even
though
there
was
certainly
a
threat
to
the
city
limits
from
from
that,
and
of
course
the
weather
did
cooperate,
but
let's
talk
a
little
bit
about
some
of
the
things
that
play
a
role
in
the
in
the
fire.
F
If
we
go
to
the
next
slide
I'll,
give
you
an
overview
here
of
the
different
areas
of
preparation
and
planning
that
that
I
hope
gives
us
sort
of
a
level
base
to
talk
about
we're
going
to
talk
about
resources
I'll
go
into
that
next.
The
key
part
of
how
we
prep
for
wildfire
response,
that's
the
training
of
our
responders,
how
the
city
has
tried
to
harden
itself
in
terms
of
policy,
that's
through
code
and
ordinance,
and
some
of
the
plans
that
play
a
role
in
how
we
respond
and
prepare
for
wildfire.
F
So
obviously,
there
are
cities,
county
and
state
resources
that
we
rely
on
in
the
city.
Most
of
you
already
fairly
familiar
with
our
our
seven
fire
stations,
plus
our
eighth
wildland
cash,
which
is
out
at
the
reservoir.
F
We
have
on
duty
at
any
one
time:
25
structured
firefighters,
six,
wildland
specialists
and
division
chief
in
charge
of
them
as
well
in
terms
of
actual
response.
Besides
the
city
trucks,
we
do
have
some
wildland
specific
engines,
but
I
think
it's
important
to
note
that
all
of
our
wildland
vehicles
are
what
we
call
cross
staffed,
so
why
that
mattered
at
the
end
car
fires?
If
you
know
it's
coming
ahead
of
time,
then
you
jump
rigs
and
you
jump
on
the
right
rig.
F
We'll
talk
a
little
bit
later,
I
think
about
you
know
where
we
are
in
terms
of
resource
resources,
particularly
in
south
boulder,
but
but
that's
how
we
basically
do
it
in
the
city,
the
city's
part
of
there's
also
city
responders
in
the
open
space
and
mountain
parks.
Our
rangers
provide
response
as
well.
They
came
to
the
to
the
table
as
well
on
the
in-car
fire
helped
us
evacuate
people
off
the
trails
and
they
were
part
of
the
wildfire
response.
F
County
resources
that
are
available
to
us
come
from
basically
departments
around
us,
so
fire
departments
around
us
have
wildland
responders,
as
well
as
the
sheriff's
office.
They
have
a
wildland
team
as
well
and
all
of
those
we
brought
to
bear
on
the
fire
as
well.
F
Finally,
there's
the
state
resources
that
we
have
available
to
us.
We
are
part
of
what
they
call
the
coal
creek
region.
I
won't
go
into
all
the
details,
but
this
the
some
of
the
assets
that
we
can
call
fairly
quickly.
We
did
on
the
end
car
fire.
F
We
had
a
couple
of
air
tankers
who
called
in
and
they
were
able
to
lay
lines
of
slurry
on
the
eastern
flank
of
the
fire
and
helped
the
hand
crews
down
there,
keep
that
fire
from
spreading
into
the
city
limits
and
obviously
the
wind
helped,
but
having
those
air
assets
available
to
us
from
the
state
was
a
huge
help.
F
The
state
has
a
couple
of
helicopters
that
could
have
been
called
in
and
they're
actually
getting
another
helicopter
their
own
and
they
bought
one,
a
fire
hawk,
which
is
now
looking
for
a
home,
so
they're
searching
the
state
where
they're
gonna
put
that
that
helicopter
resource
for
wildfire
fighting.
So
that's
what's
generally
available
to
us
when
wildfire
begins
in
terms
of
structure,
our
wildland
team
forms
usually
the
basis
of
our
incident
management
team,
so
those
six
responders
that
I
have
they.
They
were
a
key
role
in
the
marshall
fire.
F
They
immediately
went
into
action
on
the
in-car
fire
as
well,
and
they
help
us
get
resources
ordered
fairly
quickly.
F
If
we
can
go
to
the
next
slide
and
talk
a
little
bit
about
stuff
that,
I
think
you
all
see
in
adjustments
to
base
and
may
have
questions
about,
but
in
order
to
keep
the
the
entire
team
trained
up
for
wildland
response,
that
is
every
one
of
our
firefighters.
F
F
But,
more
importantly,
you
see
this
at
least
once
a
year
in
november,
as
part
of
an
adjustment
to
base.
Why
this?
Why
this
matters
and
why
we
called
it
out
here,
is
that
in
order
to
maintain
or
improve
the
level
of
response
of
responders
in
the
city,
we
routinely
deploy
them
both
regionally
and
nationally,
and
by
deploying
them
it
helps
us
get
them
the
national
credentials
that
allow
us
as
a
city
to
get
reimbursed
when
they
deploy
on
a
wildland
fire.
F
So
if
a
wildland
fire
occurs
in
our
city
and
and
it
passes
that
12-hour
mark
we're
looking
to
get
reimbursed
for
some
of
the
bigger
fires,
the
feds,
the
state
they
reimburse
based
on
those
national
certifications
so
to
having
our
firefighters,
deploy
and
gain
that
critical
experience
is
a
big
part.
It's
humanitarian
first,
obviously
we
go
out
and
we
help,
but
it's
also
selfish.
F
So,
by
sending
them
out,
it
allows
us
to
improve
the
level
of
qualifications
that
we
have
in
town
at
any
given
time,
and
so
it's
critical
that
I'd
be
able
to
not
only
send
folks
out
but
also
keep
that
highly
qualified
response
force
in
town.
So
that's
why
our
training
is
a
big
part
of
how
we
get
our
folks
in
a
ready
way
and
that
was
used
on
the
in-car
fire.
F
If
you
go
to
the
next
slide,
I'll
talk
a
little
bit
about
some
other
things
that
we've
done
as
a
community
over
the
last
30
years.
This
is
probably
known
to
some
of
you
in
1994,
probably
a
little
bit
before
that.
Actually
it's
a
big
push
to
remove
wooden
roofs
from
the
city.
Obviously
it's
a
it
goes
without
saying
that
shake
shingles
provide
the
kind
of
fire
hazard
propagation
that
we're
trying
to
avoid
and
and
and
so
back
in
the
early
90s.
F
The
city
passed
an
ordinance
that
and
I'll
explain
here
in
a
second.
Why
this?
This
is
really
very
different
from
what
you
usually
see.
It
essentially
made
the
shake
shingle
a
requirement,
a
retroactive
piece
that
is,
it
didn't
just
wait
to
see
if
there
was
a
renovation
or
a
new
build,
but
everyone
in
the
city
needed
to
if
they
were
over
50
wood,
they
needed
to
change
their
roof
and
they
had
20
years
to
make
that
happen.
F
So
by
2014,
all
roofs
in
the
city
were
no
longer
considered
wooden
if
you
will,
and
so
that
was
a
huge,
huge
thing,
a
huge
push
to
harden
our
city
against
the
threat
of
wildfire
fast
forward
to
2013,
and
we
adopted
the
international
I'm
sorry
for
the
acronym
campus,
the
international
wildland
urban
interface
code.
That's
what
that
stands
for,
and
it's
part
of
the
family
of
international
codes.
So
you
got
the
international
building
code
that
you've
approved
with
amendments,
in
this
case
the
wildland
urban
interface
code
hardens.
F
It
does
something
very
similar,
basically
requiring
buildings
to
be
protected
against
the
threat
of
wildfire.
The
difference
here,
though,
is
that
this
is
not
a
retroactive
adoption
of
the
code.
This
one
is
about
new,
builds
and
renovations,
and
that
includes
the
update
that
we
did
in
2018.
F
F
There
is
no
open
burning
allowed
and
that
is
a
huge
help
to
avoiding
a
wildfire
from
taking
hold
open,
burning,
meaning
no,
no
fires
that
can
reduce
embers
that
could
spread.
That
is
not
so.
It
doesn't
matter
if
it's
a
red
flag
day
or
non
red
flag
day.
It
is
simply
outlawed
period
inside
city
limits
same
holds
true
for
open
space
property.
It's
not
allowed
can't
have
campfires
out
there.
That's
not
true
for
the
unincorporated
areas
of
boulder
county,
so
there
is
a
difference
on
a
red
flag
day.
F
F
F
And
highlights
who
is
responsible
primarily
for
what
types
of
disaster
and
what
is
normally
expected
to
happen.
The
emergency
operations
plan
itself
is
actually
a
small
document
and
then
there's
lots
of
annexes
depending
on
the
different
types
of
emergencies.
F
The
next
thing
we
have
is
a
community
wildfire
protection
plan
and
really
the
purpose
on
that
is
to
identify
our
local
hazards
and
risk
from
wildfire,
and
the
idea
is
to
to
that's
the
big
plan
for
hardening
our
community.
What
the
different
things
that
we
can
do
to
improve
our
approach
to
wildfire
that
one
actually
probably
needs
an
update,
we'll
talk
about
that
in
a
little
bit
and
then
the
structure
protection
plan
actually
played
a
big
role.
F
In
our
end,
car
response,
the
structure
protection
plan
actually
grids
the
interface
around
the
city,
and
we
use
that
to
actually
dictate
how
we
respond
to
wildfire
in
certain
areas
of
the
city.
So
it
dictates
what
crews,
what
we'll
need,
where
they'll
lay
lines
and
so
on,
and
we
actually
used
it
on
the
in-car
fire
to
great
effect.
When
you
could
literally
watch
from
the
in-car
site,
the
crew's
stretching
lines
a
mile
two
miles
in
the
interface
to
protect
the
homes
there
on
the
eastern
flank
of
the
fire.
F
That
was
all
part
of
the
plan
and
we
actually
trained
in
that
plan
as
well.
So
it
played
a
big
role
in
the
in-car
fire
and
helped
us
and
helped
us
with
that.
The
last
plan
that's
been
approved
by
council
have
been
in
place
for
some
time
is
the
forest
ecosystem
management
plan
that
open
space,
it's
the
it's
their
management
tool
for
their
entire
suite
or
area,
and
we
use
that
plan
for
all
of
the
risk
mitigation
that
we
do
in
wildfire.
F
So
the
the
open,
our
team,
it
works
with
the
open
space
team
to
when
you
hear
about
prescribed
burns,
we're
typically
following
the
forest
ecosystem
management
plan.
If
we're
not
talking
about
ag
burns
these
kinds
of
burns,
that's
what
we're
following
and
we'll
talk
a
little
bit
more
about
how
that
plan
played
a
role
in
the
in-car
fire.
In
fact,
dan
burke
who's
on
with
us
tonight
we'll
we'll
go
into
a
little
more
detail
and
show
you
how
that
played
a
role
in
the
in-car
fire
on
to
to
our
benefit.
F
So
if
we
could
go
to
the
next
slide,
we'll
talk
about
what's
actually
in
the
pipeline
that
council
will
see
later
in
the
year.
These
two
plans,
the
flood
and
storm
water
master
plan
and
the
drought
plan
both
obviously
have
an
impact
on.
You
know
climate
and
the
these
types
of
risks
to
our
community
and
you'll,
see
those
later
this
year
and
have
an
opportunity
to
talk
about
these
two
plans
and
their
impact
on
wildfire
resilience.
F
So
with
that,
what
I'll
do
is
I'll
hand
it
over
to
dan
burke,
from
open
space
and
mountain
parks,
to
talk
specifically
about
the
things
that
osmp
has
done
with
being
the
biggest
landowner
around
the
city
of
boulder,
the
things
they've
done
and
and
how
that
played
a
role
as
well
in
in
the
in
car
fire,
so
dan,
if
you're
on,
I
will
yield.
Thank
you.
I
Yes
and
good
evening,
council
dan
berg,
director
of
open
space
and
mountain
parks,
and
if
we
can
go
to
the
next
slide,
please
so
I'm
going
to
be
spending
a
few
minutes.
Five
or
ten
minutes
on
talking
about
basically
land
management,
land
management
actions,
land
management,
strategies
on
how
we
manage
land
in
the
city
and
on
our
open
space
could
actually
help
positively
fire,
behavior
and
and
fire
prevention
of
catastrophic
fire.
I
I
think
it's
very
helpful
to
know,
especially
when
you
look
at
the
context
of
our
open
space
system.
You
can
see
just
from
the
green
shaded
areas
that
surround
the
city
of
boulder,
that
there
is
this
big
green
belt
of
open
space
lands.
I
So
how
that
land
is
managed,
obviously
has
a
big
part
to
play
in
this
discussion
tonight
before
we
talk
specifically
about
land
management
strategies
and
fire
prevention
mitigation
strategies,
I
first
thought
it
would
be
good
to
spend
one
minute
or
so
just
giving
you
some
high
level
context
about
the
open
space
system,
because
some
of
these
facts
and
figures,
if
you
will
do
play
a
role
in
in
disaster
management
in
particular.
I
So,
overall,
the
city
manages
about
46
000
acres
or
protects
about
46
000
acres
of
open
space
about
90
percent
of
our
acreage
is
actually
out
in
the
county
and
outside
of
city
limits
of
boulder.
I
It's
fairly
small
system
compared
to
let's
say
the
forest
national
forest
systems
around
or
even
smaller
than
boulder
county
open
space.
But
yet
we
see
5.6
million
annual
visits
to
our
system.
So
it's
a
very.
J
I
A
very
well
used
system
in
terms
of
enjoyment
and
visitor
use,
and
with
that
comes
the
sort
of
access
to
our
system.
We
have
155
miles
of
designated
trail
in
addition
to
that,
there's
about
150
miles
of
what
we
call
social
trails
or
trails
that
work
have
been
created
by
visitors
but
are
not
called
for
in
an
approved
plan
per
se.
So
really
you're
looking
at
about
300
miles
of
a
trail
network
of
some
sort
around
our
system,
and
some
of
that
has
a
role
in
fire.
I
I
We
have
we
maintain
and
we
recognize
about
110
trail,
heads
and
x,
formal
access
points
onto
our
system,
plus
in
addition
to
that
100
or
so
we
have
another
145
informal
access
points
again.
Those
are
access
onto
our
systems
that
visitors
use
that
are
not
sort
of
called
for,
or
recognized
and
maintained
by
the
department.
So
yet
you're
looking
at
250
to
300
access
points
onto
our
system.
So
really,
I
think
the
takeaway
here
is
that
there's
a
large
wildland
urban
interface
to
the
system.
That
is
a
100
years
old.
I
That
sort
of
grew
to
surround
the
city
of
boulder.
A
couple
of
interesting
facts.
We
have
about
65
percent
of
our
system,
that's
in
a
grassland
ecosystem
and
about
a
quarter
of
our
systems
in
a
forest
ecosystem
and
what's
interesting
and
kind
of
a
unique
aspect
about
compared
to
nationwide.
Open
space
agencies
is
about
a
third
of
our
systems
in
active
agriculture,
about
15
000
acres
and
over
13.
000
of
those
acres
have
some
sort
of
grazing
cattle
grazing
on
them.
I
So
next
slide,
please
so
we're
going
now
and
a
little
bit
into
the
management
toolkit
if
you
will
or
our
fire
prevention
toolkit,
and
so
these
are
all
sort
of
touch,
points
and
strategies
and
program
areas
that
all
have
a
role
in
in
trying
to
prevent
and
mitigate
catastrophic
or
fire
events.
I
If
you
will
and
I'll
start
with,
what
I
think
is
the
bread
and
butter
that
most
people
would
think
of,
and
that's
our
fuels
and
ecosystem
management,
and
when
I
talk
about
that
area,
what
I'm
referring
to,
if
you
open
up
that
tool
kit
it's
for
spinning,
we
have
a
very
active
force
sitting
I'll
talk
about
that
in
just
a
bit
prescribed
grazing.
I
mentioned
grazing
before
we'll
talk
about
it
again
in
a
future
slide.
I
We
have
a
very
aggressive
noxious
and
invasive
weed
suppression,
program
and
again
not
noxious
and
invasive
weeds
play
a
role
in
fine
fuels
and
adding
to
fire
risk.
We
do
prescribe
burns,
as
mike
said,
in
partnership
with
fire
department
and
then
there's
some
actually
other
tangential
program,
areas
that
and
for
ecosystem
management,
maintaining
soil
health,
maintaining
habitat
and
doing
habitat
restoration
projects
all
to
get
our
ecosystems
more
and
balanced,
and
a
more
balanced
ecosystem
are
more
resilient
and
give
us
a
better
chance
when
it
comes
to
natural
disasters.
I
If
you
will-
and
then
I
mentioned
about
the
trail
system
and
managing
our
trails
and
our
roadways
and
keeping
them
well
maintained,
because
a
lot
of
them
do
provide
important
access
for
staff
and
disaster
access
when
needed
and
called
upon
fire
breaks,
bringing
up
vehicles
that
sort
of
thing
next
in
regulations
mike
mentioned
a
few
of
the
code
and
things
that
apply
to
city
limits
and
mention
open
space
regulations,
no
fireworks,
no
fires
on
open
space,
no
smoking.
I
So
a
number
of
regulations
that
are
designed
for
visitor
safety
and
natural
resource
protection
aspects
and
with
regulations
comes
enforcement.
And
so
we
have
25
rangers
and
we
have
very
active
ranger
patrols
that
are
in
in
sort
of
in
the
business
of
enforcing
regulations,
but
also
to
educate
and
inform
our
visitors,
and
in
that
vein
of
education
and
and
and
and
and
form
when
it
comes
to
fire
prevention,
know
before
you
go
visit,
open
space
and
be
prepared,
know
where
you
are
in
an
open
space.
I
We
have
a
number
of
education
and
outreach
staff,
a
number
of
volunteers
that
are
at
our
trail,
heads
that
are
out
on
our
system
that
are
there
to
help
spread
the
word,
if
you
will,
in
addition
to
the
signs
and
and
and
the
signage
that
we
can
do
and
and
that
sort
of
thing
and
other
and
other
than
staff,
from
an
education
outreach
perspective,
we
have
opportunities
to
press
releases
and
psas
and
social
media
and
our
website
presence
to
help
get
the
word
out
and
a
big
focus.
I
This
year
is
sort
of
asking
people
and
our
visitors
to
know
before
you
go
know
what
our
regulations
are
know,
what
the
conditions
are
know
where
you're
on
an
open
space
unless
in
case
there's
an
emergency
or
even
a
lightning
storm
or
a
fire
event
that
you
know
where
you're
at
and
you
know
how
to
get
off
our
system.
So
sort
of
that
visit
awareness
is
really
important.
So
then
go
to
our
next
slide
because
we're
gonna
dip
a
little.
Our
toes
a
little
bit
deeper
into
some
of
that
fuel
mitigation.
I
Work
and
I'll
start
off
with
forest
thinning
might
mention
the
forest
ecosystem
management
plan,
which
sort
of
describes
where,
in
our
system,
we
feel
like
thinning
operations,
have
the
biggest
bang
for
their
buck,
and
over
the
past
10
years,
we've
carried
out
over
2
000
acres
of
forest
inning
projects
in
our
in
our
wooded
areas.
Forested
areas,
as
noted
in
red
here
and
over
about
five
or
six
hundred
acres,
are
right
in
south
of
in
car,
in
that
in
carb
fire
burn
vicinity.
I
So
a
number
of
acres
and
I'll
talk
to
you
in
just
a
little
bit
about
how
that
impacted,
fire
behavior.
So
next
slide,
please,
in
addition
to
forest
thinning
cattle
grazing,
is
actually
a
very
important
component
when
it
comes
when
it
in
terms
of
fuel
mitigation,
a
lot
of
people
don't
think
of
it
in
that
regards.
I
But
this
illustrates
it
very
well:
we
have
a
fence
that
runs
down
the
middle
of
this
slide
and
the
left
hand
slide
is
an
ungrazed
area
and
a
lot
of
that
brown
tall
grass
area
is
the
invasive
tall
tall
oak
grass,
which
is
a
a
noxious
woody
vegetation
that
overtakes
areas.
I
If
it's
not,
if
it's
not
managed
and
overtakes
native
vegetation
and
on
the
right
hand,
side
is
a
is
a
grazing
unit
that
we
put
in
to
help
suppress
tall
oak
grass,
and
you
can
see
the
visual
difference
between
the
presence
of
that
noxious
weed,
which
tends
to
collect
thatching
and
and
fine
fuels
on
the
left
versus
the
grazed
area
on
the
right
next
slide.
Please!
I
So,
let's
talk
about
those
two
particular
strategies
in
particular
and
how
it
related
to
the
end
car
fire.
So
the
end
car
fire
burn
area
that
200
acres,
that
mike
referred
to
as
shaded
and
pink
here
and
the
outline
of
of
the
burn
area
and
we
over
shaded
over
we
shaded
over
that
burn
area
with
our
fire
mitigation
strategies.
So
the
brown
area
is
those
areas
that
have
been
thin
over
the
past
10
years
or
so
some
of
it
very
recently,
some
of
it
a
few
years
ago
and
the
fat.
I
The
cross-hatched
area
is
the
areas
that,
where
we
have
active
tall
oak
grass
grazing
units
installed.
In
fact,
the
cattle
are
on
their
way
right
now
this
week
into
these
grazing
units
to
help
suppress
that
invasive
tall
oak
grass
and
the
story
here
is
that
these
two
mitigation
strategies
definitely
impacted
in
a
positive
way.
I
Fire
behavior
and
so
a
lot
of
the
fire
began
to
hit
these
mitigated
areas
and
it
gave
our
firefighters
a
much
better
chance
to
get
a
quick
containment
of
the
fire
and,
of
course,
weather
conditions
always
plays
a
role,
and
we
ended
up
having
some
favorable
characteristics
on
that
end
too.
So
next
slide,
please.
I
So
here's
a
look
at
the
burn
area
when
it
hit
a
a
previously
treated
thinned
area
and
what
you're
looking
at
here
is.
Did
the
fire
crown
out?
If
you
will
did
it
and
torched
the
trees,
where
the
trees
were
sort
of
passing
flames
from
one
tree
to
another?
Or
did
the
fire
stay
low?
And
in
this
case,
because
it's
well-spaced
ponderosa
forest,
which
you
want
to
see
in
a
ponderosa,
stand,
the
fire
tended
to
stay
low,
it
burned
with
less
intensity,
and
you
have.
I
We
didn't
have
very
much
tree
for
mortality
at
all
because
of
the
fire
tended
to
not
get
into
the
crowned
areas
of
this
treated
area.
So
it's
a
success
in
that
regards
next
slide.
I
So
when
we
take
a
look
at
the
grazing
and
how
the
grazing
impacted
fire
behavior,
what
we
we've
installed,
research
plots
on
on
our
tall
oak
breast
suppression
areas
in
order
to
help
us
over
time
get
a
sense
of.
Is
this
grazing
effective
against
mitigating
against
tall
oak
grass?
And
so
we
have
these
little
circular
areas
and
there's
one
right
in
the
middle
here
and
those
poles
are
holding
up
a
fence
in
which
the
cows
cannot
graze
at,
and
so
you
ended
up
getting.
I
You
tend
to
get
a
bunch
of
higher
tall
oak
grass
that
have
accumulated
fine
fuels
in
it,
and
you
can
see
the
difference
in
the
colors.
You
had
a
hotter
burn
and
a
taller
burn
in
these
ungrazed
areas
compared
to
the
grazed
areas
out
here,
which
tended
to
have
less
burn
intensity
to
them.
I
So
ungrazed
research
plots
appear
to
have
burned
hotter
than
our
grey,
and
I
think
I
have
one
more
slide
for
you,
so
just
a
an
overview.
So
what
we
have
going
on
in
terms
of
land
management
is
not
only
ongoing,
but
increasing
mitigation
of
fuel
reduction
through
grazing
force,
thinning
prescribed
burns
and
invasive
weed
removal.
Ongoing
staff
training
might
mention
staff
that
are
trained
for
a
while
wildland
fire
deployment
open
space
on
any
given
year.
I
We
have
between
25
and
40
staff
that
are
trained
and
what
we
call
red,
carded
and
so
training
is
very
important.
We
also
do
training
on
how
to
close
the
system
or
close
a
trail.
We
just
had
our
new
outreach
staff
and
our
new
volunteers
participate
in
a
training
on
on
closing
closing
a
portion
of
the
system
when
it's
needed
to
be
called
for.
We
have
increasing
staff
presence
out
on
the
system,
focused
ranger
patrol
and
visitor
safety.
I
Education,
outreach
and
communications
has
been
a
big
focus
of
ours
over
the
last
few
months
and
we're
also
focusing
on
continuous
improvement
so
as
a
department,
we're
refining
our
own
staff
procedures
for
disaster
preparedness
and
response
and
how
we
could
better
coordinate
and
feed
into
larger
response
efforts
that
we're
going
to
talk
about
and
and
more
in
just
a
little
bit
and
there's
also
a
cross-departmental
review.
I
That's
been
happening
for
the
past
year
that
will
be
wrapping
up
soon
between
the
fire
department
and
open
space
staff
to
identify
ways
that
we
can
enhance
our
our
cross-departmental
collaboration
and
effectiveness
in
reducing
catastrophic
wildland
fire
risk.
So
we
actually
call
for
that
mike
and
I
and
city
manager's
office
called
for
that
review
to
take
place
about
a
year
ago.
We're
wrapping
things
up
and
we're
really
looking
forward
to
what
the
staff
came
up
with
to
help
with
that
effectiveness
and
collaboration.
I
So
I
hope
that
gives
you
a
feel
for
land
management
and
how
management
can
be
an
effective
tool
and
impacting
fire
behavior,
and
with
that
I'll
turn
things
back
over
to
mike
thanks.
F
Dan
and
and
I
neglected
to
mention
that
this
is
all
part
of
our
our
approach
to
the
national
strategy
and
it's
called
the
national,
cohesive,
wildland
fire
management
strategy
which
recognizes
that
there's
three
main
areas
of
focus
that
converge
to
harden
communities
against
the
threat
of
wildfire.
F
That
is
resilient
landscapes,
as
you
saw
with
open
space.
That's
a
big
part
of
what
they
do,
but
fire
adapted
communities
and
safe
and
effective
wildfire
response
are
the
other
two
areas
that
we're
actively
working
to
improve
across
the
board
and
a
good
example
of
that
is
now
with
red
flag
days,
regionally.
F
Even
all
of
the
regions
responders.
We
staff
up
wild
land
responders
on
red
flag
days
and
high
wind
days,
I'm
just
in
preparation
to
dump
a
lot
of
resources
as
quickly
as
we
can.
If
there
are
starts.
If
we
go
to
the
next
slide,
the
big
mitigation
on
open
space
property
into
the
city
limits
now.
So,
if
we
go
to
the
next
slide,
I
kind
of
want
to
share
with
everyone
in
the
community
some
of
the
things
that
our
wildland
team
does.
In
addition
to
assisting
open
space
on
their
property.
F
Every
individual
homeowner
they
can
help
as
well.
We've
been
working
hard
on
the
interface
and
you
can
see.
This
is
an
example
of
our
guys
doing
what
we
call
a
curbside
assessment,
so
they'll
drive
through
an
area
and
they
will
assess
the
the
hardness
if
you
will
against
wildfire
a
particular
parcel,
and
we
color
code
that
now
what
you're
seeing
here
in
this
map
is
actually
two
years
old.
F
We
had
to
kind
of
put
some
of
these
on
hold
with
with
covid,
but
the
attempt
is
to
really
color
code
and
give
homeowners
an
opportunity
to
see
where
they
land.
Since
it's
two
years
old.
Obviously
people
could
have
done
some
things
and
we
need
to
go
out
and
reassess,
but
it's
intended
also
to
drive
people
to
some
of
the
other
services
that
our
team
provides
and
that's
detailed
home
assessments.
So
you
can
you
can
scan
that
qr
code
and
it'll.
F
F
That
being
said,
after
the
marshall
fire,
we
are
now
in
the
hole
about
400
assessments,
so
we're
working
on
how
we're
going
to
catch
up
and
move
forward
on
that.
So
that's.
K
F
Of
taking
it
from
the
biggest
landowner
in
the
city
to
each
individual
landowner,
what
we're
doing
for
them
so
right
now,
this
is
actually
a
master
plan.
Goal
of
the
fire
department
is
to
get
detailed
home
assessments,
60
of
the
interface,
and
I
think,
we're
somewhere
around
10
right
now,
but
it
is
part
of
our
master
plan
to
get
out
there
and
do
as
many
voluntary.
These
are
all
voluntary
assessments
that
people
if
they
want
that
for
their
home.
F
Let's
go
to
the
next
slide
and
I
want
to
take
people
to
alert
morning
and
I've,
and
I
we
brought
with
us
our
911
center
director
brad
rigging,
to
kind
of
explain
how
alert
and
warning
goes
and
what
what
what
types
of
alert
warning
are
available
before
I
go
there.
Let
me
just
say
this:
I
know
this
has
been
a
big
issue
with
a
few
of
the
last
few
fires,
especially
with
marshall
fire,
the
speed
with
which
that
happened.
F
I
can
tell
you,
as
a
member
of
the
the
senior
city
team
and
incident
command,
it
is.
It
is
scary
to
have
a
fire
go
that
quickly
out
there
and
not
have
that.
You
know
given
evacuation
orders
out
there
promptly.
We
are
in
a
perfect
world,
we'd,
be
able
to
notify
folks
in
a
way
that
didn't
clog
the
streets
and
we
use.
We
were
able
to
tell
them
where
to
go,
they're
able
to
get
out
of
areas
quickly
and
we
can
do
it
in
an
orderly
fashion.
That's
a
perfect
world.
F
We
have
the
resources
to
potentially
convert
streets
from
two
way
to
one
way,
but
also
allow
responders
to
get
in
because
they
need
to
get
in
and
while
everyone
is
going
out,
so
those
are
things
we
know
we
have
to
work
on
and
talk
about,
but
in
a
perfect
world.
That's
what
we
want
and
not
over
notify,
which
I
know
has
happened
and
has
been
in
the
news
a
few
times
so
I'll
just
say
that
up
front
and
then
I'll
hand
it
over.
F
If
brad
is
on
to
let
him
kind
of
explain
how
alert
warning
works
for
the
city
specifically.
C
Okay,
thank
you
chief,
I'm
here
good
evening.
Everyone
thanks
for
allowing
me
some
time
here.
I
do
want
to
say
that
a
number
of
staff
have
worked
hard
over
the
last
year
to
implement
new
technology
and
improve
our
alert
and
warning
program,
and
I
think
it's
important
that
you're
giving
me
the
opportunity
to
explain
how
this
program
works,
the
capabilities
and
also
the
limitations
that
we're
trying
to
overcome.
So
I'd
like
to
start
by
just
kind
of
going
over
the
process
that
happens
when
an
alert
is
sent
out
to
the
public.
C
It
obviously
starts
with
an
incident
where
there's
a
hazard:
that's
threatening
life,
safe
life,
safety
or
property
in
the
community.
An
incident
commander
on
scene
we'll
direct
our
dispatch
center
911
dispatch
center
to
send
an
alert
or
warning
our
dispatchers
are
trained
to
ask
for
specific
information
that
fits
into
pre-drawn
templates
in
our
system.
We
use
templates
so
that
messaging
is
consistent
and
accurate
and
dispatchers
need
to
know
the
location.
C
Usually
this
means
street
segments
or
radius
around
a
certain
area.
What
kind
of
hazard
it
is
a
wildfire
act
of
farmer
flooding?
What
action
the
public
should
take?
Evacuation,
shelter
in
place
climb
to
higher
ground
and
the
duration.
If
it's
known
at
the
time
once
dispatchers
have
this
information,
they
can
go
into
our
system,
which
is
called
everbridge,
enter
the
information
in
draw
out
the
targeted
area
on
a
map
and
send
the
notification.
C
C
The
first
is
kind
of
the
traditional
mass
notification
that
we're
used
to
the
county
in
boulder
county
we've
used
it
for
a
decade
or
more
through
the
everbridge
system.
There's
two
ways
that
citizens
or
the
public
can
get
notifications
through
this
system.
The
first
is
centurylink
landline
or
a
comcast
voice
over
ipline.
C
The
second
is
to
create
an
opt-in
account
in
the
everbridge
system,
and
this
is
where
a
member
of
the
public
can
go
in,
create
an
account
put
in
addresses
that
they
want
to
be
alerted
to
emergencies
near
or
around,
and
what
kind
of
contact
methods
they
want
to
be
alerted
to
cell
phones,
emails,
etc.
C
C
C
Another
is
national,
oceanic
and
atmospheric
association
or
administration,
sorry,
weather
radio,
so
noaa
weather
radio.
Those
folks
that
have
those
radios
can
get
these
notifications
as
well
and,
lastly,
and
what
we
really
liked
was
wireless
emergency
alerts
also
referred
to
as
wia,
and
these
go
out
to
cell
phones,
regardless
of
if
they've
opted
in
in
a
targeted
area
through
cell
phones
and
cooperation
with
cell
phone
providers.
C
The
reason
that
we
wanted
to
integrate
this
capability
was
because
it
will
hit
people
outside
of
their
homes,
their
businesses,
if
they're
out
on
trails
enjoying
the
open
space
if
they're,
unhoused
and
they're
not
in
our
system.
These
notifications
can
still
hit
those
folks,
that's
the
reason
and
the
benefits
that
we
saw
and
why
we
implemented
it
during
the
end
car
fire,
the
decision
was
made
to
use
ipos
notifications
and
wireless
emergency
alerts,
mainly
because
of
the
location
we
knew.
C
People
were
out
on
the
trails
we
knew
the
public
was
out
enjoying
the
day
the
weather
was
nice
and
we
need
to
notify
those
folks
that
were
away
from
their
homes
or
their
businesses
or
an
opt-in
address
that
they
put
in.
C
C
C
The
best
the
system
can
do
at
this
point
with
a
newer
handset
with
the
new
technology
is
bleed
over
a
tenth
of
a
mile
or
less
and
fcc
estimates
about
35
percent
of
phones
on
the
market.
Right
now
have
that
newer
technology
so
anytime
we
send
this
type
of
alert,
it's
going
to
bleed
over
and
it
may
bleed
over
far
depending
on
the
the
age
of
your
handset.
C
Now
the
second
limitation,
we're
aware
of
is
the
character
limit.
So
if
you
have
an
older
handset
in
technology,
we're
limited
to
90
characters
on
that
alert.
So
that's
not
a
lot
for
us
to
detail
the
emergency
and
what
you
need
to
do
and
where
it's
at
so
that's
another
limitation
that
we're
trying
to
work
around
as
well,
one
limitation
that
we
did
find.
C
After
the
end,
car
fire
was
through
the
noaa
weather
radio
alerts,
and
we
discovered
that
there
are
several
third-party
apps
that
picked
up
the
alert
over
the
radio
and
re-broadcast
it
to
their
users.
So
google
alerts
is
a
good
example
of
this.
There
were
some
people
in
other
states
that
got
these
alerts
and
also
the
information
wasn't
consistent.
Some
of
these
alerts
had
the
entire
county
as
evacuated
which
was
inaccurate.
C
So
those
are
some
of
the
limitations
with
the
system
we
are
working
to
overcome.
Those
one
of
the
things
that
we're
doing
is
we're.
Having
after
action
reports,
debriefs.
C
We
are
no
longer
using
the
noaa
weather
radio
until
that
technology
is
improved,
we're
also
adding
a
360
character
message
to
our
alerts
for
those
with
newer
handsets
so
they
have
a
little
more
information
and
with
the
help
of
oem
and
director
chart
over
there,
we've
we've
set
it
up.
So
any
alert
that
we
send
will
post
on
the
oem
website,
almost
immediately
with
with
a
picture
of
the
map
and
the
affected
area.
So
that's
somewhere
that
the
public
can
go
to
immediately,
see
the
alert
and.
D
C
They're
in
the
affected
area,
beyond
that,
we
work
on
ongoing
training
continually.
We
have
monthly
training
scenarios
and
we
just
work
to
improve
the
alert
program
as
we
go
along.
That's
that's
a
very
brief
and
general
overview
of
our
program,
and
that's
all
I
have
right
now.
I
can
kick
it
back
to
microsoft's
questions.
F
Thanks
brad
and
so
from
this
slide
and
the
next
one
here
I
wanted
to
share
a
couple
of
post-end
card
changes,
because
we
know
there
were
some
issues
with
the
boulder
odm
website
and
basically
what
we're,
what
we've
implemented
since
end
car
is.
We
want
to
push
folks
to
the
boulder
oem
website.
We
want
folks
to
get
their
information
from
one
source
of
information
so
as
quickly
as
possible.
F
Now
we'll
have
our
lead
pios,
launching
the
emergency
status
and
start
posting
on
social
media
channels
as
much
as
possible
to
to
make
sure
that
we're
getting
information
timely
out
there,
because
we
had
some
complaints
last
time
that
people
were
going.
F
Wasn't
any
info
for
them
to
follow,
so
that's
something
we
definitely
changed
right
away
as
a
result
of
the
in-car
fire
only
got
a
couple
slides
to
go
before
we
ask
the
council
questions,
but
I
did
want
to
push
it
over
to
if
we
go
to
the
next
slide.
F
It's
not
much
on
it
just
about
recovery
issues,
and
I
wanted
to
invite
the
city
county
officer
of
disaster
management
director
mike
charred,
speak
to
that
just
briefly
about
recovery
issues
in
general
and
share
that
with
with
with
the
city,
council
and
community,
so
I
think,
mike's
available.
I
hope
he's.
Thank
you.
L
Thanks
chief,
can
you
hear
me?
Okay,
yeah
great
thanks
good
evening
council,
a
lot
of
folks
think
that
recovery
begins
after
the
response
ends
and
really
recovery
begins
in
the
early
stages
of
a
disaster,
and
once
the
eoc
is
up
and
going,
we
have
30
different
emergency
support
functions
that
can
be
brought
in
through
the
eoc
for
coordination
support.
One
of
them
is
called
impact
assessment.
L
The
impact
assessment
team
starts
looking
at
the
type
of
disaster,
we're
having
so
in
essence
of
wildfire
start
looking
at
if
it's
impacting
homes,
businesses,
critical
infrastructure
and
then
starts
feeding
that
into
our
overall
situational
awareness.
We
will
then
lean
forward
and
as
the
eoc
grows
and
continues
the
recovery
mission,
the
response
structure
is
actually
starting
to
wind
down,
and
this
is
what
we
call
a
transition
phase
from
response
to
recovery
in
the
eoc.
L
Working
with
these
esfs
fills
that
space
and
continues
to
manage
until
the
city
manager
gets
the
recovery
structure
in
place
that
she
would
want
to
have
working
with
department
directors,
the
transition
phase.
We
continue
to
work
on
completing
damage
assessment,
usually
disaster
assistance
center
starts
to
get
opened
up.
L
You
know,
force
multiply
our
jobs
to
come
in
and
help
facilitate
that
we
do
have
a
recovery
plan.
It's
the
framework
for
the
city
on
how
we
establish
a
recovery
structure
that
includes
responsibilities
for
city
departments
and
what
roles
and
responsibilities
they'll
assume
in
this
recovery
structure
obviously
is
not
limited
to
the
city
and
these
large
disasters
recovery
efforts
will
be
cross
jurisdictional
and
bring,
in
other
support
resources
from
other
municipalities,
special
districts
and
even
other
county
departments.
To
be
successful
as
we
get
into
recovery.
L
Which
is
always
getting
people
back
into
their
homes
and
getting
businesses
open
another
big
one
is
insurance
gaps,
people
start
getting
into
that
world
of
now.
How
do
I
file
my
claim?
They
start
discovering
whether
or
not
they're
insured
properly
they
start
getting
into
also
the
process
of
how
to
make
claims.
These
can
be
challenges
for
folks
who
try
to
provide
non-profit
groups
to
help
people
navigate
the
insurance
land
escape.
L
L
The
disaster
assistance
center
starts
to
get
people
connected
to
safety
nets
and
resources
that
may
help
them
in
their
recovery
efforts
personally
or
even
professionally,
and
then
the
other
big
challenges
we
get
is
then
debris
management
and
for
folks
that
are
well
insured.
This
is
less
of
a
struggle
for
folks
that
are
underinsured
or
have
gaps
in
their
insurance.
Then
debris
programs
become
a
challenge,
and
if
we
have
a
federal
disaster,
there
are
federal
programs
that
help
fill
some
of
that
void.
L
But
if
not-
and
this
falls
back
into
a
local
program-
and
that
is
an
area
where
we
can
see
things
kind
of
slow
down
a
bit
in
the
recovery
effort
and
then
the
real
big
couple-
two
remaining
pieces-
there
is
the
long-term
recovery.
L
It
is
looking
at
bringing
contractors
expanding
staff
or
bringing
folks
in,
as
you
know,
term
employees
to
help
with
specific
recovery
missions,
so
the
things
we
have
that
are
going
pretty
well
for
us.
We
have
good
multi-jurisdictional
cooperation
through
our
multi-agency
coordination
group,
especially
in
our
damage
assessment
teams.
We
can
handle
a
lot
as
we
have
in
multiple
disasters
here
in
recent
years
we
have
very
strong
local
voad
that
stands
for
volunteer
organizations
active
in
disasters.
L
L
Even
with
all
these
capabilities
in
place,
recovery
is
always
a
challenge
and
each
disaster
is
unique
and
will
create
unique
challenges
and
each
one
will
expose
vulnerabilities
and
our
capabilities
and
our
structure.
So
the
mantra
there
is
it's
strong
to
have
a
lot
of
adaptive
capacity,
so
we
can
anchor
in
develop
and
deliver
services
to
the
community
and
ahead
for
us
in
this
space
is
we
have
a
recovery
plan
that
does
need
to
be
updated
this
year?
L
It's
due
this
year
and
then
one
of
the
things
we're
working
on
is
a
extensive,
cross-departmental
tabletop
that
will
focus
on
recovery,
not
the
response
side,
to
help
make
sure
that
the
planning
effort
that
we
are
using
to
update
our
plan
is
at
least
calibrated
and
confirmed
through
a
tabletop
scenario,
and
we
can
be
confident
at
least
that
our
capabilities
are
holding
up
through
that
planning
phase.
F
Thanks
mike,
if
we
can
just
go
to
the
last
slide
I'll
just
sum
it
up
here,
this
is
by
no
means
comprehensive,
but
this
is
just
a
list
of
some
of
the
opportunities
that
we've
identified
going
forward.
That
will
probably
need
a
lot
more
work
on
just
a
couple
of
examples,
as
you
can
read
outreach
and
how
we
help
citizens
help
themselves
and
harden
themselves,
not
just
their
homes,
but
you
know
having
go
bags
things
like
that.
F
How
do
we
leverage
what's
in
the
community
and
all
the
volunteerism
and
the
expertise
that's
out
there
and
and
how
they
can
help
all
of
us,
because
it's
a
community
effort
to
make
this
community
harden
against
wildfire.
So
those
are
just
examples.
All
of
these
plan
updates
and
even
climate
initiatives
will
require,
probably
some
resource
needs
or
resource
reallocations.
We
know,
but
we'll
need
more
conversations
internally
around
that,
so
we
go
to
the
last
slide
I'll.
F
Just
sum
up
the
questions
that
we
thought
might
be
useful,
at
least
to
start
to
chew
on,
and
that
is
whether
council
is
interested
in
quarterly
updates
on
the
topic
of
resilience
and
whether
you
know
you
want
to
focus
specifically
on
climate
resilience
and
emergency
response,
any
other
other
areas
of
concern
that
you
heard
about
today.
I
mean
I
like
to
use
the
pond
and
we,
you
know
we
had
you
drinking
from
a
firehouse
tonight.
There's
a
million
things.
F
Are
there
areas
that
you
like
us
to
explore
that
weren't
mentioned
or
even
were
mentioned,
but
you
don't
think
we're
doing
enough.
We
should
think
about,
and
then
I
did
have
a
thing
in
the
chat
about
what
is
a
wildland
urban
interface,
and
that
is,
by
definition,
really
a
certain
we'll
call
it
distance
from
the
edge
of
the
city
that
borders
wildland
land.
F
You
also
have
grassland,
it
all
really
boils
down
to
open
space
around
and
then
how
far
in
the
city,
based
on
the
marshall
fire,
we
even
have
to
probably
rethink
what
a
wildland
urban
interface
actually
means
because
of
how
that
spread.
But
those
are
the
big
questions
and
I,
if
we
could
just
I
will
bring
these
back
up,
but
I
just
wanted
to
bring
that
end.
F
Car
story
map
qr
code
up
there
for
members
of
the
viewing
public
who
may
be
interested
in
looking
at
the
story
map
that
we
put
together
for
the
end
car
fire.
So
that's
only
a
couple
of
slides
down,
but
that
might
be
of
interest
to
folks
if
they
want
we,
we
couldn't
go
into
detail
there
and,
as
you
can
see,
I
apologize
you
went
a
little
over
but
we'll
we'll
turn
it
back
to
nuria
for
any
questions
that
might
be
out
there.
E
A
Well,
mike
that
was
a
fantastic
presentation
and
it
was
very
detailed
and
I'm
sure
that
it
has
started
lowering
the
anxiety
of
a
lot
of
our
community
members
to
know
we're
in
such
great
hands
and
so
organized,
and
also
I
have
a
new
respect
for
cattle.
I
just
want
to
say
that
I
am
going
to
say:
ask
the
city
council
do.
Does
anybody
have
any
clarifying
questions
so
before
we
discuss?
Let's,
let's
talk
about
questions
first,
see
any
hands
raised
for
clarifying
questions
for
staff.
A
G
Rachel,
I
think
that
was
the
right
order
that
they
came
up
in
so
my
first
question
is
for
noria,
while
you're
unmuted,
I
hate
to
sound
like
a
broken
record,
but
this
was
something
that
a
couple
of
us
lifted
up
at
the
retreat
wanting
to
have
added
to
the
work
plan
and
now
we're
talking
about
revisiting
this
quarterly.
Is
this
something
that
we
could
or
should
add
to
the
work
plan.
E
Well,
I
appreciate
the
question
I
I
would
say
that
generally
we
consider
this
as
part
of
our
work
plan.
I
think
the
question
perhaps
more
aptly
is
whether
council
wants
to
lift
this
up
as
one
of
the
council
priorities,
because
we
do
have
this
contemplated
in
the
work
that
we're
doing.
That
would,
of
course,
generate
what
we
think
would
be
those
quarterly
updates.
E
We
would
then
have
to
work
on
what
is
the
action
item
that
you'd
like
to
see
as
part
of
that
council
priority,
but
I
hope
that
we
share
today
that
this
is
something
that
we
are
continuing
to
work
on,
and
so
the
choice
is
yours
in
terms
of
how
you
want
to
lift
that
up
and
if
there
is
a
particular
action
item
you
want
to
highlight,
but
I
I
hope,
you're
hearing
today
from
staff
we
are
on
it,
we
are
moving
forward.
We
have
this.
E
We
we
don't
necessarily
depending
on
what
that
particular
ask.
If
there
is
one
believe
that
that
that
would
require
additional
resource,
because
we're
already
working
on
some
of
that
right
now,
so
we
defer
to
council
on
whether
you
want
us
to
lift
that
up
out
of
the
joint
work
plan
and
lift
that
up
as
a
council
priority.
Okay.
G
Thanks
for
that,
I'll
go
back
to
that
as
part
of
the
discussion
and
then
my
second
clarifying
question
is
you
know
fire
and
floods?
I
would
say
similarly
terrifying
for
communities,
and
I
know
after
some
bigger
floods,
we
hired
outside
consultants
and
experts
to
to
help
us.
You
know
map
out
the
best
way
to
proceed
on
certain
creeks
and
things
like
that.
G
Are
we
doing
anything
like
that
with
with
fire
planning,
like
I'm
thinking
about
evacuation
routes
as
an
example,
I
know
that
those
have
been
a
concern
for
people
that
we
get
jammed
up.
So
is
that
something
that
like
we
already
are
outsourcing
or
we
could
outsource.
F
So
the
the
simple
answer
is,
we
could
outsource
that
that
is
so.
The
community
wildfire
protection
plan
is
up
for
an
update,
even
our
structure,
protection
plan
which
details,
how
we'll
fight
fire
and
how
we'll
designate
areas
of
the
city,
which
involves
how
we
would
evaluate
getting
folks
out
or
protecting
structures.
Those
are
up
for
refresh,
so
we
have
a
conversation
internally
about
resources,
we'll
need
to
get
that
done.
F
A
N
Yeah
well,
first
of
all,
thanks
for
the
extremely
informative
presentation
and
for
putting
this
together
on
pretty
short
notice
and
for
the
coordination
between
the
different
departments.
I
really
appreciate
the
partnerships
we
have
in
the
accounting
with
the
oem
and
mike
chard,
thanks
for
being
here
huge
appreciations
all
the
way
around.
I
just
have
one
question
so
the
the
alerting
system.
N
That
was
a
great
explanation
of
how
that
works,
and
it
was
great
that
we
were
able
to
do
the
alerts
and
make
having
to
go
to
a
few
extra
people
is
preferable
to
not
getting
to
enough
people.
One
question
I
did
have
from
some
community
members
was
in
what
circumstances
our
siren
system
get
gets
used,
because
I
had
some
people
say
well
why
weren't
the
sirens
turned
on,
and
so
I
wonder
if
somebody
could
address
when
we
do
or
do
not
use
the
the
siren
system
in
in
the
town.
F
I
can
kick
it
off
and
then
who
wants
to
jump
in
gladly?
Go
there,
the
so
the
siren
system
itself,
we've
we've
used
it
in
the
past,
but
we've
had
limited
success
for
with
it
and
we
we
use
them
during
the
floods.
They
don't
quite
work
as
well
as
we
thought
in
fact.
F
In
some
cases
they
actually
had
people
go
towards
the
danger
rather
than
away
from,
and
and
so
we
do
need
a
way
to
notify
people
who
don't
have
all
the
electronics
bells
and
whistles
and
the
twitter
and
stuff
like
that,
and
there's
no
substitute,
obviously
for
like
in
the
end
car
fire.
We
had
people
on
the
trail.
We
had
to
get
them
off
the
trail,
we're
sending
people
up
in
the
trail
to
get
them
off.
You
can
obviously
see
the
wildfire,
but
that
doesn't
mean
people
are
going
to
get
off
the
mountain
quickly.
F
So
being
able
to
actually
tell
people
what's
going
on
is
is
ideal.
The
sirens
were
supposed
to
kind
of
do
that
and
they
get
it.
We
would
test
them
and
they
were
muffled.
You
couldn't
quite
hear
what
it
was
saying.
What
was
the
message,
and
in
some
cases
it
was
just
oh,
that
means
the
flood's
coming,
let's
all
go
check
out
the
creek
and
it
and
it
didn't
really
work
the
way
we
wanted
it
to
it's.
F
Also
very
old
technology,
so
fixing
them
and
even
replacing
them
could
be
substantially
expensive
if
there
are
better
alternatives,
that's
what
we're
kind
of
talking
about
internally
and
more
interested
in,
and
I
think
mike
you,
you
might
have
a
better
insight
into
some
of
the
other
technologies
that
are
out
there
that
we're
looking
at.
But
that's
one
of
the
reasons
why
sirens
were
not,
I
think,
as
enthusiastic
about
them
as
an
alternative
notification
system,
as
some
might
think.
I
hope
that
part
helps.
L
Yeah
mike
I'll
chief,
you
add
on
to
that
one
of
the
things
there's
an
alternative
technology
is
looking
what's
called
lrads,
it's
a
it's,
a
long-range
acoustic
healing
device,
specifically
designed
to
be,
if
you
can't
put
a
tone
with
it,
but
really
designed
around
giving
voice
direction
and
making
that
clear
and
being
able,
then
to
communicate
protective
measures,
as
opposed
to
with
the
sirens,
which
is
more
of
a
an
awareness
type
device.
L
It
gives
general
message
and
says
the
wildfires
in
the
area
be
prepared
to
evacuate,
not
very
directive,
so
there
might
be
a
better
way
to
do
that.
Outdoor
warning
system
with
modern
technology
than
something
that's
been
around
and
many
of
our
sirens
are
getting
to
service
life
or
past
it.
So
it's
it's
looking
at
that
time
of.
What's
the
best
way
to
achieve
that
outdoor
warning
system.
O
O
Thank
you.
That
was
a
great
presentation,
appreciate
it.
We've
thinned.
If
I
recall
correctly,
you
said,
we've
thinned
about
2
000
acres
out
of
46
000.
Obviously,
not
all
acres
are
going
to
be
eligible
for
thinning.
How
many
are
and
under
what
time
schedule
will
be
getting
to
the
rest.
I
Over
the
past
10
years,
we've
accomplished
about
2,
200
acres
of
thinning
that
represent
represents
about
80
percent
of
what
was
called
for
in
the
forest
ecosystem
management
plan.
So
we
still
have
a
little
bit
to
go
with
that
two
years
ago,
we,
in
talking
with
our
forest
ecosystem
staff.
We
have
decided
to
put
the
majority
of
our
attention
right
along
sort
of
the
shanahan
ridge,
the
urban
interface
area.
I
We
did
some
thinning
up
in
the
red
rocks
area,
so
adjusting
a
little
bit
in
terms
of
what
was
initially
called
for
in
terms
of
our
sequencing
and
concentrating
a
little
bit
more
on
the
urban
interface
direct
area.
Only
about
25
of
our
46
thousand
acres
is
in
a
forest
habitat
area.
So
there's
there's
also
strategic
reasons
why
you
wouldn't
necessarily
thinning.
All
of
that
is
a
priority.
I
For
instance,
there
may
be
some
cool
north
facing
shaded
areas
that,
due
to
the
topography
of
the
such
just,
presents
a
lot
less
risk
for
catastrophic
wildfire
than
certain
other
areas.
So
there's
actually
very
strategic
reasons
of
why
a
a
particular
forest
stand
might
rise
to
the
level
of
priority
for
a
thinning
project
or
not.
O
And
are
there
any
man-made
alterations
that
we
ought
to
be
looking
at
and
at
the
interface
between
the
residential
communities
and
the
open
space
fire
breaks,
for
instance,
to
create
a
greater
resilience
in
the
event
of
a
fire
like
moving
into
our
communities?.
I
Well,
right
now
I
mentioned
the
fact
that
there's
an
active
program
at
the
staff
level,
that's
going
on
between
fire
department
and
open
space,
and
one
of
the
things
that
we're
doing
is
identifying
potential
strategies
that
we
haven't
considered
before
and
throwing
them
up
in
a
spreadsheet
and
then
doing
some
prioritization
out
of
that,
is
this
realistic?
Can
this
be
done?
Is
it
achievable?
I
Do
we
have
the
capacity
to
do
it,
and
so
some
ideas
that
maybe
we
weren't
considering
before
might
be
on
the
table
for
us
for
us
to
look
at
and
certainly
that
could
be
one
of
them
mark?
Obviously,
there
are
some
areas
where
that
already
exists
exists.
I
I'm
thinking
of
blue
bell
road
running
up
chautauqua,
a
very
good
access
road
that
happens
to
be
right
along
the
urban
interface
there's
other
sort
of.
I
guess
you
would
call
it
still
some
low-level
intensity
projects,
for
instance.
What
is
the
material
of
our
fencing
made
off
of?
Where
is
our
grazing
units?
I
Is
there
a
way
to
shift
grazing
in
a
way
that
we
can
hit
more
fuel
mitigation
in
areas
that
that
we
view
may
be
higher
priority
that
we
haven't
gotten
to
yet
some
of
our
properties
are
unleased,
should
we
put
them
in
active
agricultural
leasing?
Of
course
everything
comes
up
with
a
little
bit
of
a
trade-off.
For
instance,
if
you
put
cows
right
up
against
a
backyard,
you
get
a
little
pushback
at
times.
I
think
cows
are
more
appreciated
right
now
than
they've
ever
been.
I
So
I
like
to
hear
that,
but
there
has
been
some
a
little
bit
of
resistance
in
the
past
of
having
grazing
too
close
to
the
urban
interface.
But
your
initial
remark
mark
is
is
is
likely
to
end
up
on
this
spreadsheet
spreadsheet,
of
ideas
that
will
be
sucked
out
and
sorted
out.
O
O
Fireworks
have
gone
from
being
a
nuisance,
an
unpleasant
nuisance,
to
something
a
lot
more
dangerous
and
as
anybody
on
uni
hill
can
tell
you,
or
even
in
my
neighborhood
of
lower
chautauqua
fireworks
are
going
on
all
the
time.
Is
there
anything
to
be
done
about
that?
Just
from
a
fire
suppression
point
of
view
because
know
everybody
can
live
through
a
little
noise,
but
it's
becoming
a
dangerous
activity.
Q
Yeah,
I'm
happy
we're
not
not
quite
sure
what
what
to
say
in
terms
of
the
fire
suppression
I'll
leave
that
to
chief
caldorazo.
But,
as
you
know,
we
we
do
our
best
to
enforce
the
fireworks
ordinances.
It's
often
difficult
to
catch
the
perpetrators,
because
by
the
time
that
the
boom
has
gone
off
and
we're
trying
to
find
them,
they've
scurried
away-
and
it's
dark-
and
it's
often
difficult
to
to
apprehend
people.
But
we
do
the
best
we
can.
F
No
they're
obviously
illegal,
but
it.
J
F
Need
more,
I
suppose
I
don't
know
if,
if
that's
enough
of
a
deterrent,
what's
in,
what's
on
the
books
today,
all
right
thank.
J
Good,
it's
all
good.
Thank
you.
Thank
you
all
so
much.
I
really
appreciate
that
you've
already
addressed
so
many
of
my
questions
and
concerns
so
good
job.
I
really
appreciate
that,
but
I
did
still
have
a
couple
of
other
outstanding
ones.
I'm
not
sure
if
this
is
our
police
department
or
boulder
oem
that
this
or
maybe
nuria
you
can
help
me
direct
this
properly,
but
so
other
than
the
future
resource
plan
or
response
plan.
E
Yeah
I'll
ask
whether
I
know
that
there
have
been
some
learnings
and
I
know
that
there
are
a
variety
of
factors
that
go
into
that.
So
maybe
I'll
ask
carrie.
If
you
wanted
to
start
and
then
mike
or
well,
I
guess
the
mics,
if
you
all,
have
something
to
add
that'd,
be
great.
Q
Sure
so
I
just
had
a
couple
things.
Chief
calderazo
mentioned
the
very
beginning
that
we
there
were
some
fortunate
circumstances
on
the
day
of
the
in-car
fire,
and
one
was
that
this
fire
kicked
off
at
a
time
that
we
had
two
overlapping
shifts.
So
our
staffing
was
better
than
usual.
Q
As
we
talked
about
earlier
in
the
ideal
world.
We
have
this
neat
orderly
staged
evacuation,
where
we
move
out
the
people
on
harm's
way,
first
followed
by
sort
of
the
second
wave
and
the
third
wave,
and
it
would
all
go
nice
and
orderly,
but
that
works
against
the
idea
of
having
mass
notifications
like
a
wear
that
often
get
beyond
our
initial
control
and
our
initial
intent
right.
So
mass
notification
and
orderly
evacuations,
I
think,
are
at
odds
with
each
other.
That
said
about
90
minutes
into
the
in-car
fire.
We
had.
Q
You
know
18
officers
about
10
state
troopers
and
we
were
beginning
to
get
control
of
broadway
and
table
mesa.
Broadway
and
greenbrier
was
two
major
exit
points.
If
we
needed
to
try
to
go
four
lanes
of
traffic
out
to
do
that,
we
had
to
shut
down
broadway
for
a
period
of
time.
We
also
had
the
state
patrol
shut
down
northbound
highway,
93
at
highway,
128
to
lessen
the
traffic
impact
on
the
city,
but
anytime
you're,
trying
to
move
15
20
000
people
all
at
once.
Q
It's
going
to
be
a
big
challenge
and
our
roadways
really
are
not
designed
for
that
right.
They're
designed
for
traffic
calming
and
slowing
people
down,
not
always
allowing
full
access
and
full
flow
out.
That
said,
and
mike
can
probably
go
into
some
detail,
but
we've
been
looking
at
a
product
that
would
help
us
sort
of
pre-map
and
pre-plan
for
traffic
control
points.
It's
a
mapping
system
we're
looking
at.
I
think
that
will
help
us
going
forward
to
better
sort
of
pre-game
these
situations.
Q
Q
We
ended
up
vacuuming
a
good
portion
of
south
boulder
on
the
in-car
fire.
We
were
prepared
to
evacuate
a
good
portion
of
central
boulder
during
the
dome
fire
in
2013
or
14..
So,
unfortunately,
we've
had
some
practice
but
anytime
we're
trying
to
remove
an
entire
section
of
the
city
out
through
choke
points.
There's
going
to
be
problems,
and
it's
going
to
take
time
for
us
to
ramp
up
enough
resources
to
control
major
intersections.
L
Comments,
I
would
have
related
to
that
for
council
to
here
to
the
chief's
point
looking
at
technology
to
help
us
not
just
with
our
response
planning,
but
also
be
able
to
tilt
that
towards
community
preparedness.
Increase
people's
knowledge
of
you
know.
The
zones
they're
in
the
routes
out
would
be
one
way
part
of
the
after
action
reports
we've
been
doing
on
these
fires
is
also
making
sure
that
we're
operationally
updating
our
plans
and
procedures
and
sops
to
make
sure
that
they're
current.
I
think
there
was
a
lot
of
emphasis
on
door-to-door
searches.
L
We
haven't
talked
about
that,
but
that
is
also
a
very
effective
way
to
move
people,
because,
even
with
all
the
great
technology
that
that
brad
was
talking
about
still
putting
people
in
neighborhoods
knocking
on
doors,
making
sure
people
are
clear
is
a
is
a
priority
and
also
controlling
traffic
control
points.
So
we're
starting
to
see
that,
especially
with
we,
as
coming
in
play,
it's
kind
of
changed
that
dynamic.
L
L
The
fcc
has
got
an
open
period
of
time
for
comments
related
to
how
to
improve
the
wireless
emergency
technology
and
see
how
we
can
make
that
policy
shift
at
the
federal
level
through
this
ipaws
capability,
because
really
to
make
the
wheels
really
effective
for
us
long
term
has
to
find
a
way
to
be
much
more
geo,
fenced
and
and
and
surgical,
as
opposed
to
being
this
butter
knife
and
trying
to
slice
through
this
stuff,
and
it's
not
very
clean,
and
I
think
we'll
get
there.
L
But
a
couple
of
pieces
will
be
getting
the
policy
change
at
the
federal
level,
some
sec
requirement
and
then
over
time,
this
technology,
the
older
technology
that
that
our
director
of
the
911
center
is
talking
about,
will
eventually
be
out
of
the
system.
There
is
a
regulation
that
says
all
new
phones
from
february
2022
have
to
comply
with
the
newer
standard
for
wireless
emergency
alerts,
we'll
eventually
get
that
narrowed
down
a
bit
and
will
help
with
some
of
those
challenges
that
our
first
responders
face
when
they're
out
there
in
that
evacuation
environment.
F
And
I'll
just
add
real
quick.
We
know
there's
a
ways
to
go.
These
ideas
of
of
planning
zones,
educating
the
community
there
are.
There
are
areas
in
california
where
you
know
they
help
residents,
know
your
zone
and,
and
so
they
even
know
what
evacuation
zone
they're
in
and
where
they're
expected
to
go,
we're
nowhere
near
there
and
we've
got
a
ways
to
go,
and
we
know
those
are
things
we
can
do
in
terms
of
outreach.
That's
kind
of
what
we're
referring
to
in
the
slide
on
the
opportunities
piece.
J
So
my
next
one
was,
and
I'm
not
sure
who
this
is
too,
but
there
was
a
discussion
about
updating.
Potentially
updating
the
wui
zones
and
also
building
codes
are
those
I
know
the
building
code
piece
we're
already
looking
at
updating
building
codes
is.
Are
we
looking
at
fire
more
intense
regulations
around
combustibility
as
part
of
that
update
and
then
also
do
we
have
it
are?
Are
we
going
to
schedule
time
to
to
dive
into
the
buoy
zones
and
look
at
increasing
those
or
not
or
adjusting
them.
F
F
F
J
You
and
then
a
last
quick
one
dan.
I
think
this
is
for
you,
so
you
were
mentioning
thinning
and
kind
of
where
the
thinning
is
happening,
and
I
noticed
on
the
maps
that
in
the
canyons
that
I
didn't
see
thinning
and
things-
and
you
were
talking
about
not
doing
cooler
areas-
is
that
kind
of,
because
does
that
relate
we're
not
thinning
north
sides
and
in
sort
of
deep
ravines
and
things
like
that
because
of
this
microclimates
that
are
there
yeah.
I
I
mean,
I
think,
generally
that's
correct.
Lauren
I
mean
it's,
it's
not
to
say
you
would
never
see
any
thinning
prescriptions
on
a
north-facing
slope,
but
certainly
our
our
vegetation
and
forestry
health
professionals
are
looking
at.
Those
type
of
things
is,
is
what
is
what
what
is?
What
is
the
risk
factor?
What
is
the
health
forced
health,
so
just
overall
forced
health
is
the
umbrella
for
all
this,
because
you
have
a
healthy
force,
you
tend
to
have
more
resilient
force,
and
then
you
tend
to
have
less
fire
catastrophic
fire
risk.
I
So
yes,
you,
you
do
tend
to
see
some
of
those
other
depressed
risk.
Factors
are
involved
in
such
things
as
steep
northern
cool
facing
slopes
and
some
of
those
microclimates
in
general,
but
that's
not
to
say
that
you
would
never
see
a
prescription
carried
out
in
and
something
that
might
be
north
facing.
A
P
Thank
you
yeah,
as
it's
been
said
before
a
big
thanks
to
you,
know
dan
and
the
chief
and
and
mike
at
oem,
of
just
all
the
work,
and
certainly
you
know
boulder
sheriff
boulder
police,
all
our
partners
to
get
us
where
we
are
but
not
to
be
lost,
that
we
got
lucky
with
the
end
car
fire.
So
as
much
as
we
got
lucky,
it
presented
such
a
great
learning
opportunity
without
the
devastation
of
life
or
or
property,
and
so
thinking
about
how?
How
do
we
go?
P
How
do
we
push
the
envelope
on
on
our
resiliency
is
something
that's
been
sort
of
focused
for
me,
and
so
I
want
to
circle
back
to
a
question
that
that
mark
brought
up
with
regards
to
you
know
fire
barrier
and
stuff,
and
so
I
guess
it's
a
general
question
for
dan.
P
You
know
our
open
space
charter
very
specifically
defines
the
allowable
uses
for
our
open
space
and,
and
so
I'm
curious,
if
any
potential
or
or
new
ways
in
which
we
can
use
our
open
space
to
protect
our
community
runs
into
or
perhaps
runs
against.
P
Perhaps
some
of
those
allowable
uses
in
in
how
we're
thinking-
and
so
I'm
sort
of
just
curious
in
that
regards,
because
I
want
to
sort
of
be
thinking
real
broadly
with
regards
to
how
maybe
the
open
space
can
be
can
be
leveraged
as
a
means
of
protecting
our
community.
So
that's
really
like
a
question.
Like
is
bleeding
west
of
homes.
You
know
going
to
be
an
allowable
use
and
I
would
just
want
to
make
sure.
Are
we
baking?
Those
things
in
so
that
future
generations
are
are
largely
able
to?
P
I
Yeah,
that's
a
great
question
matt.
I
would
say
in
general
high
level
terms
that
the
open
space
charter
purposes
would
could
come
into
play
on
certain
specific
ideas
that
might
come
to
bear,
but
I
would
also
say
that
the
charter
purposes
allows
for
the
management
of
lands,
and
so,
for
instance,
we
place
prairie
dog
barriers,
fence
barriers
on
our
property
for
prairie
dog
management
and
then-
and
so
you
know,
a
structure
on
open
space
but
used
for
management
purposes.
I
We
certainly
have
access
roads
and
trails
and
that
sort
of
things
that
could
be
viewed
as
a
structure,
even
though
the
charter
says
no
no
structures
on
open
space,
but
you
know
because
it's
for
the
management
purpose
it
is
allowable
on
under
the
charter.
So
I
would
say
that
many
ideas
that
we
could
consider
probably
wouldn't
run
afoul
with
the
charter
purposes,
but
it's
certainly,
but
there
could
be
examples
that
definitely
might
in
which
we
might
have
a
conflict
there.
I
More
importantly,
I
think
the
question
for
us
would
be
us
meaning
all
of
us
is
is
the
trade-offs.
You
know
you
do
one
thing
and
you
might
have
a
trade-off
on
another,
for
instance,
so
we
let's
get
rid
of
every
shrub
within
a
half
mile
of
of
the
urban
interface.
Well,
it
so
happens
that
shrub
habitats
tends
to
be
the
most
important
habitat
for
our
songbirds.
I
It
happens
to
be
a
very
important
habitat
for
threatened
threatened
species.
So
you
know,
there's,
I
think
the
trade-off
implication
is
probably
the
more
important
component
of
how
to
evaluate
these
things
than
whether
or
not
it
can
be
done
under
the
charter
purposes.
But
I
would
say:
charter
purposes
could
come
into
play
depending
on
the
idea.
P
I
appreciate
that
dan
yeah-
I
I've
sort
of
thought
about
those
potentials
too
and
wondered
where
that
what
would
come
into
play.
So
I
appreciate
that
the
other
and
I've
got
just
sort
of
two
questions,
there's
a
slurry
more,
but
I
want
to
keep
respectful
some
time
here.
One
of
them
has
to
do
with
going
back
to
the
1994
shake
shingle
ordinance.
I
ironically,
a
a
couple
of
us
were
on
a
bike.
P
Ride
and
and
ran,
ran
across
some
apartments
that
had
wood
shingling
on
their
siding,
and
so
I
I'm
curious
about
whether
or
not
that
ordinance
was
purely
designated
for
roofing
and
whether
siting
was
not
included.
Because,
again,
I
I
think
of
you
know,
there's
a
lot
of
people
we've
seen,
sadly
that
maybe
some
of
our
apartments
are
not
necessarily
prepared
even
for
local
fire
and
we're
displacing
families.
P
So
I'm
kind
of
curious
about
where
that
ordinance's
boundaries
are
and
how
we
can
maybe
tighten
it
up
so
so
that
we
can
really
start
to.
You
know
gain
some
results,
see
certainly
with
apartments
and
considering
you
know,
53
percent
of
our
community
rents,
so
just
sort
of
thinking
about
some
of
those
equity
issues
as
a
part
of
those
ordinances.
F
I
can
at
least
say
that
it
was
roofs.
It
was
about
the
roofs,
the
we
would
cover
the
siding
or
the
the
wildland
urban
interface
code
would
cover
the
siding,
but
only
for
that
one
is
not
retroactive,
so
it
would
have
to
be
enacted
retroactively
and
probably
with
the
same
kind
of
provisions
to
give
people
time
to
comply
for
that
to
have
the
same
effect.
P
That's
that's
very
helpful.
Thank
you
and
my
my
last
question
as
I
come
to
it:
centers
around
resident
and
sort
of
community
education-
I
grew
up
in
southern
california
and
and
wildfires
were
a
frequent
issue
for
me.
I
had
my
house
partially
burned
by
a
wildfire
in
late
80s
been
evacuated
numerous
times
and
one
of
the
things
that
we
always
had,
though,
was
very
clear
understanding
of,
and
I
think
you
know
chief.
P
You
mentioned
this
when
a
fire
comes
because
they
tend
to
come
from
generally
one
direction
where
you
go
when
you
get
like
it
gave
you
very
clear
sense
of
that
it
gave
you
a
clear.
You
always
had
a
list
of
what
you
needed
to
pack.
It
told
you
how
to
prepare
your
house
when
to
leave.
You
know
close.
Your
windows
do
not
run
ventilation.
P
You
know,
I
mean
all
those
things
you
know
clearance,
you
name
it
I
mean
you
had
that
list.
You
knew
what
you
were
doing
and
you
were
empowered
to
protect
your
home
long
before
and
prop
and
and
people
long
before
the
fire
came.
How
are
we
building
that
capacity?
P
And
and
how
long
might
that
take
to
sort
of
build
that
into
what
we're
doing
in
our
community
so
that,
even
if
the
wui
now
covers
all
of
boulder
in
our
re
in
new
definition,
you
know
I
just
want
to
get
your
thoughts
on
on
the
process
in
which
we
can
build.
That
sort
of
education
throughout
our
community.
F
It's
a
fantastic
question:
we
got
to
do
better
there,
there's
no
question
about
that,
and
I
would
say
that
it
is
a
it's
a
conversation
we're
going
to
have
internally
about
needs
around
that.
What
can
we
do
to
improve?
Not
just
the
outreach?
But
what
is
the
message
and
how
do
we
get
it
out
there
and
do
that
through
our
normal
budget
allocation
process
as
well
as
what
can
we
do
today?
F
I
do
have
resources
available
today
so
that
that's
a
conversation
I
want
us
as
a
team
having
especially
now
that
we're
a
little
postcovid.
We
struggled
certainly
with
doing
detailed
home
assessments
we
even
put
them
on
hold.
We
certainly
didn't
want
to
be
vectors
ourselves,
but
I
know
that
we
can.
We
can
really
push
this
forward
and
need
to
so
I'll.
Just
say
that
that,
as
the
fire
chief
of
a
very
wildfire
risky
community,
we
must
do
better
around
those
areas
and
we
we
will
be
working
on
that.
P
Been
through
that
enough
in
my
childhood
and
I'll.
Lastly,
I'll
just
part
with
something
that
the
chief
mentioned
earlier,
we
have
our
senator
fenberg
to
thank
for
securing
funding
for
this
firehawk
helicopter
carries
a
thousand
gallons
of
water.
It's
a
workhorse,
but
we
should
be
at
the
top
of
the
pecking
order
to
maybe
secure
that
to
our
region.
So
hopefully
that's
something
we
can
do
and
work
with
our
partners
to
get
that
done,
but
that
would
be
a
great
opportunity
for
our
community
and
our
resiliency
so
I'll
be
done.
There.
G
Real
quick
yep
just
there
was
a
slide
that
mentioned
volunteering
opportunities
and
I've
had
some
community
members
ask
like
do.
We
need
people
to
volunteer
to
help
clean
debris
from
the
last
fire?
So
just
wondering
are
there
current
volunteer
opportunities
and
where
would
we
direct
people
to
if
so,.
F
So
we're
working
on
that
I've
had
a
lot
of
folks
reach
out
to
me
as
well
we're
trying
to
figure
out.
You
know
we
have
a
volunteer
guiding
coalition.
We
have
that
capacity,
but
I
don't
think
we've
we've
had
an
opportunity
to
to
huddle
and
talk
about
how
we
utilize
all
the
volunteer.
F
All
the
people
that
want
to
volunteer
not
not
just
for
this
event
but
for
different
for
different
areas
or
even
in
preparation
for
I've
had
people
say.
Look
I
do
this
for
a
living.
You
know
I
work
with
insurance
and
I
can
I
can
help
you
guys
with
some
of
these.
So
those
are
the
things
I
want
to.
I
want
to
coordinate
city-wide.
F
D
D
A
D
D
That
may
be
helpful,
but
yes,
I
I
mean,
I
think
you
know
our
questions
here
tonight,
sort
of
show
you
you
know
this
is
an
area
of
interest
for
us
as
residents
as
well
as
in
our
role
as
policy
makers.
So
I
think
quarterly
updates,
in
my
opinion,
would
would
be
really
helpful
and
I
think,
informative
and
valuable
for
the
community.
D
D
I
think
you
know
the
more
more
we
get
information
out
to
the
community
about
what
they
can
do
to
help
with
these
efforts.
The
better
you
know
all
of
us
will
feel
it
always
feels
better
to
be
acting
than
you
know.
Just
hearing
about
these
problems,
I
think
kind
of
along
those
lines.
I'm
curious
about
private
resources
that
may
be
available.
D
So,
chief,
you
mentioned
having
a
program
that
kind
of
goes
around
and
tells
people
how
their
homes
are
doing
in
terms
of
kind
of
being
fire
or
being.
I
think
you
talked
about
it
as
hardness
to
fire
and
I'm
just
curious.
You
know
if
people
were
interested
in
doing
that
on
their
own.
Are
there
resources
that
you
would
recommend
they
go
to
right
so
that
we
don't
have
kind
of
people
just
picking
anybody
out
there?
You
know
who
says
oh
yeah.
D
We
can
completely
help
you
with
that,
but
you
know
they
may
or
may
not
be
reputable.
So
what?
What
are
those
resources
that
you
might
have
available
or
recommend
for
individual
homeowners
or
people
who
would
want
to
start
doing
some
of
this
work
on
their
own?
I
think
matt.
You
were
kind
of
alluding
to
policy
changes.
I'd
be
very
interested
in
hearing
about
policy
changes
that
you
would
recommend
that
we
consider
as
a
council.
D
That
would
help
us,
and
the
other
thing
that
I
kind
of
think
about
is
around
methods
for
kind
of
strengthening
our
neighborhoods
and
communities
and
the
connections
that
we
have
to
each
other.
I
was
talking
with
curtis
johnson
in
the
county
sheriff's
office,
and
he
was
talking
about
a
program
out
of
new
zealand
where
there's
kind
of
a
group
that
comes
in
and
they
they
work
with
neighborhoods
to
help
people
understand.
D
You
know
who
are
your
neighbors
and
what
skills
do
they
have
and
how
might
you
you
know,
come
together
in
a
a
time
of
crisis,
to
kind
of
help,
each
other
and
and
pick
up
slack,
especially
in
the
case
of
when
services
may
be
gone
for
a
couple
of
days.
So
I
think
those
kinds
of
things
and
the
other
thing
that
is
on
my
mind,
I
think,
especially
after
the
horrific
news
we
received
last
week
that
one
of
our
community
members
died
in
washington,
d.c
protesting.
D
The
climate
crisis
is
just
thinking
about
mental
health
resources
as
well.
What's
out
there
what's
available,
none
of
this
stuff
is
easy
to
deal
with.
I
think
that's
true
for
all
of
you
who
are
on
the
front
lines
and
and
those
of
us
in
the
community
who
are
watching
all
this
happen
and
what
resources
do
we
have
as
a
community
to
help
people
who
are
really
struggling
with
the
times
that
we're
living
in
and
these
dangers
and
the
ways
that
our
climate
is
changing.
D
Thank
you
and,
and
I
just
I
really
want
to
extend
my
thanks-
it's
very
clear
in
your
presentation
tonight
that
you're
doing
a
lot
to
protect
our
community
and
all
of
us
who
live
and
work
here.
So
thank
you
very
much.
A
Nicole,
that
was
great.
I
really
appreciated
that
list
and
I'm
going
to
take
a
few
minutes
to
answer
the
question
now.
I
would
definitely
like
quarterly
reports.
That
would
be
great.
I
think
it
makes
the
community
feel
more
secure
as
well
as
brings
us
together,
and
I
want
to
agree
with
nicole
on
mental
health,
I'm
concerned
about
the
how
it's
affecting
our
kids,
especially
those
that
have
already
had
to
evacuate
three
times.
A
So
I
was
talking
to
some
community
members
about
that
and
if
we
could
come
together
as
a
community
for
mental
health
and
especially
for
our
children
when
it
comes
to
stress
and
wildfire,
I
think
that
would
be
a
great
thing.
I
am
wondering
mike.
This
might
not
be
for
you.
I
know
that
in
the
marshall
fire
the
grasslands
were
a
big
problem
and
I'm
thinking
about
our
non-cow
oriented
grasslands.
A
So
one
community
member
mentioned
the
the
grass.
I
guess
it
could
be
on
the
median.
It
goes
from
and
car
all
the
way
down
to
broadway.
And
what
do
you
think
about?
What
can
we
do
about
that?
To
make
sure
that
if
the
fire
jumps,
it
doesn't
jump
to
the
grasslands
that
are
that
are
in
the
city
limits.
Let's
just
say:
we've
had
a
few
problems
with
that
already
so
should
we
be
have
mitigation
for
that,
should
we?
What
should
we
do
like?
Do
we
have
a
plan?
A
So
that's
another
thing,
I'd
like
to
mention.
Another
thing
is
in
terms
of
south
boulder.
I
would
personally
love
to
see
a
pilot
program,
because
I'm
really
loving
this
whole
discussion
on
volunteers
and
south
boulder.
I
know
western
broadway
and
even
easter
brother
is
raring
to
go.
So
I
would
love
to
see
some
sort
of
a
pilot
program,
maybe
starting
there,
where
we
could
get
black
captains
and
organize
so
that
people
don't
feel
alone,
especially
thinking
about
people's
pets.
A
That
happened
in
the
marshall
fire
and
a
lot
of
people
were
out
of
their
houses
and
their
pets
didn't
live.
So
what
can
can
we
have
some
sort
of
a
neighborhood
organization
in
terms
of
past
and
just
knowing
your
neighbors?
So
we
everybody
knows
when
something
is
happening
and
there
might
be
a
block
captain
to
call
I'm
very
excited
that
there
is
going
to
be
a
website
up
where
people
will
know
to
go,
because
that
was
a
big
problem
and
I'm
really
happy
that
you're
already
handling
that
one.
A
I
do
know
that
when
I
was
watching
the
fire
start,
that
was
the
marshall
fire
from
south
boulder.
I
did
notice.
I
I
wasn't
sure
was
that
one
of
the
end
cars
I
was
standing
at
a
condominium
area
and
the
sprinklers
went
on
on
the
urban
wildflower
into
right
on
the
perimeter,
but
they
went
up
in
the
air,
so
they
were
back
for
so
the
water
was
evaporating.
A
It
certainly
wasn't
going
to
do
anything,
and
so
another
thing
I'd
like
to
see
is:
can
we
have
a
plan
for
the
many
stakeholders,
the
the
condominiums,
the
businesses,
the
homes
that
are
right
on
the
edge
right
on
the
perimeter?
I
think
that
would
be
helpful.
I
am
on
the
board
of
chautauqua
and
they
are
super
organized
when
it
comes
to
their
plans
that
they've
been
working
on
for
the
for
quite
a
while,
but
especially
in
the
last
three
months,
and
so
I
learned
a
lot
from
them
as
well.
A
A
Oh
yes,
my
last
my
last
was
postcards
and
you
know
the
good
old
days
in
the
mail,
and
some
of
the
older
of
some
of
our
seniors
might
not
be
as
savvy
tech
wise.
I
know,
I'm
not
you
know,
and
so
postcards
would
be
great,
perhaps
every
quarter
or
every
six
months
like
you
what
to
put
in
your
to-go
bag.
What
what
website?
A
Should
you
go
to
these
types
of
things
that
are
constant
reminders
to
the
community
who
might
not
go
on
the
city
website
or
might
not
go
onto
a
website,
but
will
be
in
a
big
panic
and
they
could
mike?
I
know
you
talked
about
magnets,
they
can
go
right
to
their
refrigerator
and
look
and
see
what
they
need
to
do
immediately
and
I
think
that'll
relieve
a
lot
of
the
anxiety.
So
that's
all
I
have-
and
I
see
a
bunch
of
other
hands-
matt
rachel
and
aaron.
P
Thanks
sarah
appreciate
that
yeah
so
to
answer
that
first
question,
yet
quarterly
is,
is
kind
of
exactly
what
I
would
like
to
see.
Certainly,
given
that
I
I
envision
that
there
are
likely
being
some
action,
certainly
loving
to
would
love
to
when
it's
available
see
that
report
that
both
the
chief
and
dan
have
been
working
on
in
their
respective
departments.
P
I
think
that'll
trigger
a
lot
of
conversation
and
perhaps
some
action,
so
I
think
until
we
get
to
that
place
where
we
settle
on
actions
and
then
have
a
a
plan,
quarterly
makes
a
lot
of
sense
to
me
in
terms
of
what
additional
areas
of
concern
we'd
like
to
incorporate.
You
know
I
I
did
mention
that
community
education
stuff,
I
think,
there's
a
lot
of
work
that
can
be
done
there.
P
I
think
that
that's
pretty,
for
the
most
part
I
mean
the
sad
part
is
we
haven't
even
entered
what
is
traditional
the
fire
season,
so
it
does
seem
like
it's
been
a
battle
of
attrition
up
to
this
point,
but
I
do
think
that
that's
one
of
those
things
that
I
think
we
could
probably
get
going
on
sooner
rather
than
later,
just
because
of
the
positive
impacts
that
it
has
as
we
do
enter,
perhaps
a
worse
part
of
the
fire
season,
as
la
nina
looks
to
set
in
and
exacerbate
current
conditions
and
then
really
around
some
policy
things.
P
I
know
lauren
brought
up
some
policies
among
others.
I'd
be
really
curious
about
that.
I
want
to
say
boundary
because
we're
using
that
a
bunch,
but
really
that
interface.
P
We
use
that
word
a
lot
too
really
the
connection
between
our
regular
building
codes
and
that
of
the
we
building
codes
and
really
trying
to
define
those
differences
and,
as
we've
said
that
you
know
we
might
be
expanding
the
the
where
the
we
is
and
then
what
and
then
at
some
point
it
just
becomes
a
city-wide
code,
and
so
I
kind
of
want
to
look
at
you
know
where
those
pieces
fit
in,
because
I
think
a
larger
city-wide
code
might
be
necessary
if
we're
looking
to
really
encompass
the
whole
community
within
the
louie.
P
And
so
those
are
some
things.
I'd
like
to
sort
of
get
up
to
get
up
to
stuff.
There
also
thinking
about
mandatory
brush
clearance,
having
grown
up
in
the
santa
monica
mountains.
This
was
essential.
I
remember
firefighters,
would
literally
triage
a
home
and
would
just
point
to
a
home
of
saying:
nope
can't
save
it.
P
Yep
can
save
it
and
they
would
literally
just
evaluate
it
in
10
seconds
flat,
largely
based
on
on
surrounding
brush
clearance,
and
so
I
really
think
that
there's
an
opportunity
for
us
here-
and
I
do
remember
the
chief,
maybe
and
it
might
have
been-
I
think
you
mentioned
something
that
once
the
once
that
first
home
goes,
the
potential
for
other
homes
to
burn
exponentially
goes
up,
and
so
I
think,
looking
at
brush
clearances
is
pretty
important
and
then
also
thinking
about
home,
sale
requirements
and
documentation.
P
I
think
they
do
this
again.
In
california,
they
require
proof
of
mandatory
fire
or
flood
insurance
upon
sale.
P
So
I
think
that's
one
way
because
at
the
end
of
the
day,
we're
going
to
pay
for
this,
no
matter
what
and
so
making
sure
everyone's
adequately
insured,
I
think
is
a
great
way
to
make
to
to
sort
of
help,
save
that
off
and
then
also
building
in
perhaps
renter
protections
again
given
more
than
half
our
community
rents,
they
might
not
have
the
same
luxuries
of
the
information
and
knowledge
that
they
have
moved
in
or
live
in
a
wildfire
zone
or
a
flood
zone.
P
So
I
really
think
that
that
not
only
should
we
think
about
their
information,
but
also
renter
protections
with
regards
to
insurance
from
these
national
disasters
as
well.
I'm
also
curious
about
easements
for
emergency
access
into
and
out
of
the
louis
in
various
places,
and
whether
or
not
that
needs
to
be
established.
Do
we
have
sufficient
access?
P
Might
we
need
some
more
and
then
the
let's
see
where's
the
other
one
and
then
lastly,
is
really-
I
I
guess
a
hope
to
think
big,
as
maybe
some
of
these
solutions,
projects
and
policies.
P
You
know,
infrastructure
and
assets
may
cost
a
lot
of
money,
and
I
think
and
I'd
love
to
sort
of
hear
some
ideas
that
you
don't
really
look
at
money
as
a
as
a
barrier,
because
I
think
you
know
everybody's
starting
to
look
at
wildfire
and
climate
resiliency
from
the
state,
the
federals
in
new
ways
and
a
lot
of
monies
are
coming
available.
P
So
I'd
really
love
to
sort
of
see
the
grand
thought
on
where
all
those
pieces
are
and
that
hopefully
might
help
us
prioritize
things
as
we
go
forward,
so
that
was
kind
of
the
the
big
dive
into
some
of
those
things
that
I'd
love
to
see
us
incorporate
into
our
resiliency
work
going
forward,
there's
other
small
ones,
but
I
think
that's
a
good
start.
Thank
you.
A
G
Nothing
on
the
second
point
to
the
first,
yes
to
the
quarterly
updates.
Again,
it's
been
my
experience
that,
like
if
council
is
adding
time
for
council
to
hear
things
we're
currently
like
we
did
with
covid,
where
there
wasn't
even
a
code,
change
anticipated
that
just
goes
on
our
work
planet.
It
creates
accountability
for
the
public.
It
creates
a
mechanism
for
the
public
to
weigh
in
you
know
at
times,
and
it
says
we
we
prioritize
this
above
you
know
other
things
in
the
city
as
as
part
of
what
we
care
about.
G
So
it
still
doesn't
make
sense
to
me
that
we
would
not
have
flood
fire
and
climate
resiliency
on
our
work
plan.
After
all,
that's
happened
in
this
year,
so
I
would
just
add
it
to
the
work
plan
and
and
ask
colleagues
to
consider
doing
that.
Doesn't
sound
like
it's
going
to
increase
much
staff
work,
but
we
are
going
to
be
getting
quarterly
updates
and
that's
that's
kind
of
like
to
me
what
defines
a
work
plan
item.
G
N
Yeah,
yes
to
number
one,
and
my
guess
is
that
that's
going
to
be
unanimous
or
close
to
it
for
council.
I
think
we're
going
to
want
to
hear
more
about
this.
I
agree
with
rachel's
point.
We
may
think
it
would
be
useful
to
elevate
this
into
our
list
of
council
priorities
officially,
but
clearly
it
is
a
priority
for
council.
So
I
look
forward
to
hearing
about
this
more
regularly
and
on
the
second
item
I'll
just
say,
people
have
already
made
some
really
great
points.
N
I
just
appreciate
all
the
council
members
who
brought
other
points
already
up
and
I'll
just
mention
one.
I
know
we've
already
talked
about
a
little
bit,
but
the
the
code
revision
that
we've
got
coming
up
later
this
year.
If
we
can
look
carefully
at
how
we
might
you
know,
push
that
a
little
further
like,
for
example,
mike
you
talked
about
the
like
the
shingles
on
the
wood
shingles
on
the
side
of
the
house
isn't
included
currently.
N
Well,
maybe
we
should
add
that
that
might
be
something
to
look
at
so
and
so
just
to
encourage
us
when
we
hit
that
code
revision
to
look
at
making
some
potentially
some
pretty
aggressive
changes
to
keep
our
houses
and
communities
safe
from
future
fires.
That's
all
I
got
thanks
so
much.
J
J
The
volunteer
like
looking
at
ways
to
increase
volunteering
and
incorporate
that
energy,
education,
communication
mitigation,
evacuation
planning,
building
codes
and
particularly
with
building
codes,
I'm
interested
in
things
that
might
be
retroactive
because
I
think
you
know
not
only
do
we
have
the
issue
of
in
the
interface
zones
houses
that
catch
on
fire
cause
you
know
are
gonna
make
it
it
much
more
likely
to
stop
the
spread,
but
also
you
know
we
have
a
lot
of
older
multi-family
homes
that
we've
seen
pose.
K
K
K
You
know
we
we
hear
a
lot
from
our
community
when,
when
these
disasters
happen
and
one
I
think
criticism
was
was
probably
repeated
by
several
community
members-
was
confusion,
confusion
over
what
was
happening
and
and
where
to
go.
Should
I
evacuate?
Should
I
not
evacuate
and
if
I
do
evacuate,
where
do
I
go?
I
I
think
chief
calderazo
made
an
outstanding
suggestion
that
that
we
follow
the
lead
of
california,
some
other
other
places
that
have
identified
very
specifically
neighborhoods.
K
You
know
whether
it's
neighborhood
abc
or,
however
they're
identified
and
tell
them
where
to
go,
because
we
can't
always
control
the
message
and
it
spins
out
of
our
control.
But
if
we
say
evacuation
for
zone
a
and
those
people
should
move
to
zone
p
or
whatever
it
is,
people
will
understand.
K
People
will
remember
what
zone
they're
in
and
where
they're
meant
to
go
and
and
that
way,
even
if
the
the
message
gets
broadly
broadcast
beyond
our
control,
we're
being
very
clear
about
who's
who's
subject
to
evacuation,
where
they're
meant
to
go,
and
I
think
that
will
help
the
fire
department.
I
think
they'll
help
the
police
department
and
I
think
that's
something
I
would
like
to
to
implement
as
quickly
as
possible.
Others
have
done
this,
and
so
we
don't
need
to
reinvent
the
wheel
here.
Thanks.
A
H
H
F
Thoughtful
feedback
and
we'll
definitely
huddle
together
and
talk
about
what
we
can
do
quickly
and
and
what
might
take
a
little
longer.
A
E
Sure,
thanks
so
much
and
again
thanks
everybody
for
all
those
questions.
We
got
what
we
needed
and
then
some
as
always,
and
so
that's
really
great-
and
for
this
one
I'll
keep
it
short
and
really
pass
it
to
ali.
But
this
is
another
topic
that,
frankly,
has
been
worked
on
for
years
and
exciting
to
have
at
this
point
of
almost
completion,
as
we
think
about.
E
We
need
to
make
sure
that
we're
moving
forward
and
providing
the
recreation
parks
and
recreation
services
that
community
is
asking
for
with
the
course
what
we
have
in
terms
of
resources
at
our
disposal
so
I'll,
just
let
ali
sort
of
move
us
forward
in
that
conversation,
but
I'll
also
say
that
to
get
us
here
we
had
a
lot
of
community
engagement
and
I'm
always
so
thankful
for
community
who
lends
their
voice
to
the
process
so
ally
I'll.
Let
you
take
it
away
from
here
and
thanks
for
being
patient.
R
Yeah,
that
was
a
a
great
discussion
and
we
were
listening
carefully.
So
thank
you,
nuria
for
the
introduction
and
thank
you
members
of
council
for
having
us
here
tonight.
We
are
very
much
looking
forward
to
an
evening
talking
just
about
parks
and
recreation.
R
I
recently
read
that
great
leaders
have
bifocal
vision
and
I
think
great
strategies
do
as
well.
They
have
the
far-sightedness
that
we
need
to
plan
and
dream
for
the
future.
Well,
also
the
ability
to
focus
on
the
near
term
and
the
realities
right
in
front
of
us,
and
we
think
this
master
plan
does
that
it
outlines
our
community's
hopes
and
dreams
for
its
parks,
recreation
system,
it's
really
exciting
y'all.
R
It
also
acknowledges
that,
with
current
funding,
we
have
some
choices
to
make
and
we
are
eager
for
your
input
on
our
priorities
and
investments
for
the
next
five
to
seven
years.
We
have
an
incredible
team
working
on
this
project.
Not
all
of
them
are
presenting
tonight,
but
I
want
to
appreciate
folks
from
across
our
department
and
the
organization
who
contributed
to
this
draft
master
plan
among
others.
I
want
to
specifically
thank
our
colleagues
in
communications
and
engagement.
R
R
Our
lead
consultants
on
our
master
plan
are
the
award-winning
firm
design
workshop
and
our
principal
on
the
project
has
been
recently
named.
Their
ceo,
we're
so
honored
to
have
becky
zimmerman
here
and
eric
krohngold.
Is
our
project
manager
he's
also
here
to
share
information
and
support
your
discussion?
R
Finally,
I
also
want
to
note
that
our
vice
chair
for
the
parks
and
recreation
advisory
board
chuck
brock
is
here
tonight.
The
prabh
has
been
engaged
throughout
this
project,
providing
valuable
input
to
inform
the
plan's
progress
and
strategies
and,
while
chuck
can't
speak
on
behalf
of
the
board,
he
certainly
can
answer
general
questions
about
the
prab's
involvement
or
discussions.
R
R
S
All
right,
I
apologize
with
all
my
screens
up.
Technology
got
the
better
of
me,
so
I
apologize
this
evening.
So
just
here
we
have
been
working
on
this
master
plan
update
since
approximately
2020.
We
had
some
initial
delays
due
to
the
onset
of
the
coven
19
pandemic.
S
S
The
process
that's
outlined
here
on
this
slide
was
reviewed
with
council
in
december
of
2020,
and
we
refined
that,
based
on
council's
feedback,
to
ensure
that
there
was
a
focus
on
our
engagement
with
the
community,
the
parks
and
recreation
advisory
board
has
been
heavily
involved
throughout
the
process
to
provide
their
input
and
guidance
on
our
process
and
outcomes,
and
we
are
now
in
the
final
phase
of
the
project
and
eager
to
talk
to
council
the
prab
and
planning
board
over
the
next
several
months.
As
we
finalize
the
plan.
S
S
The
project
team
hosted
virtual
stakeholder
workshops
to
understand
the
unique
perspective
of
our
partners
within
the
community,
and
we
also
kicked
off
a
semester-long
project
with
both
growing
up
boulder
and
the
youth
opportunities
advisory
board.
To
hear
the
voices
of
the
youth
within
our
community.
S
S
All
these
inputs
are
balanced
and
synthesized,
considering
the
others.
This
input
also
includes
coordination
with
other
city
departments
to
ensure
that
our
work
supports
those
larger
city-wide
initiatives
and,
specifically,
all
of
our
master
plan.
Recommendations
are
considered
through
the
lenses
of
equity
and
resilience
to
ensure
that
they
are
furthering
these
city-wide
priorities.
S
S
As
I
mentioned
previously,
we
know
that
equity
is
an
important
issue
that
we
wanted
to
start
addressing
through
our
plan.
To
that
end,
we
worked
with
our
consultant
design
workshop
to
begin
to
identify
areas
of
need
throughout
the
city
to
identify
those
areas.
We
sought
data
that
could
be
reliably
analyzed
across
the
city,
but
still
protect
the
privacy
of
individuals.
H
M
H
The
current
replacement
value
of
bpr's
assets
has
increased
due
to
the
construction
of
new
facilities,
cost
inflation
within
the
construction
industry,
material
cost
increases
and
a
better
overall
understanding
of
assets
within
the
department's
portfolio,
using
bpr's,
updated
2021,
current
replacement
value
and
the
current
maintenance
backlog
of
approximately
25
20.5
million
dollars.
H
The
department's
current
facility
condition
index
rating
is
0.07,
which
places
bpr
in
the
good
to
excellent
range
of
the
fci
scoring
criteria.
Now
it
should
be
noted
that
this
does
not
include
the
development
of
any
new
parks
or
facilities
such
as
replacing
the
south
boulder
rec
center
bpr's,
updated
2021.
Crb
numbers
also
enabled
the
department
to
set
new
goals
around
asset
management,
investment
using
the
industry
benchmark
of
two
to
three
percent
of
current
asset
value
for
cip
and
four
percent
for
operations
and
maintenance.
H
These
asset
targets
are
best
practice
recommendation
by
the
national
academies
of
science,
engineering
and
medicine,
and
are
also
the
targets
established
in
the
city's
facilities
master
plan.
Using
these
recommended
percentages,
bpr
will
need
to
spend
an
additional
5.2
million
dollars
per
year
to
maintain
a
system
in
its
current
condition.
Next
slide,
please.
H
H
So,
to
frame
some
of
the
financial
analysis,
both
ourselves
and
our
sub-consultant
ballard
king
assess
the
fiscal
performance
of
agencies
across
the
country,
and
here
in
colorado,
the
analysis
found
that
the
bpr
is
a
well-run
agency.
It's
really
one
of
the
topic
in
the
country
in
terms
of
financial
practices
and
using
data
and
defined
methodologies
to
inform
decision
making.
H
H
With
regards
to
staffing,
you
can
see
that
bpr's
fte
per
capita
is
in
line
with
the
colorado
benchmarks
and
locally
agencies
have
more
staffing
than
those
across
the
country.
This
reflects
that
parks
and
recreation
agencies
in
colorado
are
typically
full
service
departments
with
a
higher
level
of
service,
while
bpr
spending
per
fte
is
in
line
with
colorado
benchmarks,
it
is
below
national
comparisons
for
a
typical
agency.
H
Staffing
costs
make
up
about
54
of
an
operating
budget,
but
for
bpr,
that
number
is
64,
as
we
noted,
bpr's
fde
per
capita
is
in
line
with
colorado
agencies,
with
a
difference
in
expenditures
reflecting
bpr's,
higher
minimum
and
living
wages,
as
well
as
recent
wage
increases
across
the
workforce,
and
the
impact
of
all
this
is
that
the
department
has
less
funding
available
for
non-personnel
expenditures
such
as
materials
with
regards
to
funding
agencies
typically
derive
about
60
percent
of
their
operating
expenditures
from
general
fund
tax
support.
Well,
bpr
only
derives
19
percent.
H
H
Looking
at
the
bottom
of
the
table,
bpr's
tax
expenditures
per
capita
are
significantly
higher
than
national
benchmarks,
but
less
of
a
difference
exists
when
compared
with
colorado
agencies.
This
is
because
bpr
system
is
largely
built
out
which
reflects
the
community's
long
time,
prioritization
of
parks
and
recreation.
H
The
result,
though,
is
a
system
that
is
expensive
to
operate
when
you
consider
the
department's
commitment
to
paying
a
living
wage,
its
environmental
initiatives
and
other
factors
looking
forward.
Bpr's
continue
to
build
ability
to
generate
additional
dollars
from
earned
income
will
be
difficult
with
fees
for
many
services
that
are
already
perceived
as
high
for
the
market
and
contributing
to
reduced
participation
from
some
segments
of
the
community.
H
H
H
So
this
graphic
ties
together.
The
total
financial
picture
for
bpr
the
column
on
the
left
represents
bpr's
current
funding
level,
current
funding
levels,
as
determined
by
the
2016
and
2019
averages,
with
2020
and
2021
being
intentionally
excluded
because
of
variable
levels
of
funding
due
to
the
pandemic.
The
column
on
the
right
is
the
recommended
funding
level
to
its
to
achieve
asset
management.
H
Investment
levels
recommended
spending
on
urban
forestry,
based
on
the
urban
forestry
strategic
plan,
recommended
investment
per
capita
and
per
public
tree,
and
investment
required
to
address
the
recreation
funding
gap
as
costs
and
wages
continue
to
rise.
Bpr
continues
to
fall
behind
on
basic
operations,
maintenance
and
capital,
repair
and
refurbishment.
H
Maintaining
only
the
current
funding
level
will
require
difficult
conversations
with
the
community
about
rice,
sizing,
core
services
and
expectations
from
the
community.
A
O
To
happen
when
you
calculate
crv,
are
you
looking
only
at
the
asset
value
of
buildings
or
are
you
including
land
values
in
there
as
well.
O
The
north,
the
north
boulder
soccer
fields,
it's
a
large
expanse
of
land
that
has
great
value
and
on
it,
is
a
very
small
playground
and
restrooms.
So
how
was
that
utilized
in
the
calculation
of
crv.
R
P
Thanks,
tara
and
mark
that
was,
that
was
a
great
question
and
just
thanks
for
staff
for
for
such
a
great
presentation
on
parks
and-
and
I
really
love
that
slide-
that
equity
slide-
I
thought
that
was
just
primo,
especially
in
a
master
planning
process.
P
My
question
is
we
hear
these
backlogs
from
various
departments-
100
million
here-
50
million
here-
20
million
there,
and
that
number
is
daunting,
but
it
is
usually
only
daunting
in
the
context
of
what
that
backlock
is
compared
to
how
much
you're
chipping
away
at
it
each
year,
and
so
I'm
kind
of
curious
based
on
the
resources
that
are
currently
available
in
the
budget.
How
long
would
that
take
to
work
through
that
backlog.
R
Well,
jackson
height
our
business
services
manager
is
here,
but
I
think
the
answer
is
that
that
we
won't
because
it
happened,
I
mean
just
like
driving
a
vehicle.
You're
continually
accruing
new
backlog
right
and
so
with
the
current
four
to
six
million
a
year
will
will
continue
to
decline
in
that
facility
condition
index
because
we're
not
achieving
the
recommended
investment.
I
see
jackson's
here,
so
he
can
add
to
that.
B
Correct
we're
currently
contributing
about
four
and
a
half
million
a
year
to
the
crb
replacement.
The
ideal
funding
would
be
about
seven
seven
and
a
half
million
a
year
at
the
two
and
a
half
percent.
So
we
do
have
a
three
million
dollar
delta
that
we
need
to
fund
in
order
to
get
the
full
amount.
S
R
So
this
the
first
questions
that
we
have
for
council
first
is
really
there's
a
lot
of
words
here
so
I'll.
Just
summarize,
what
we're
asking
is,
if
that
is
council
supports,
while
certainly
we
are
going
to
explore
measures
to
generate
revenue
to
garner
revenue
in
other
ways,
we
want
to
ask
that
council
supports
us,
exploring
our
service
levels
so
that
in
some
areas
we
might
reduce
them
to
fund
continuation
of
others
that
are
higher
priorities.
A
R
D
Nicole
jump
in
and
allie,
I
just
wanted
to
thank
you
and
your
team.
I
think
what
what
you
all
have
been
doing
reading
through
the
master
plan
just
really
made
it
clear.
You
all
are
going
way,
above
and
beyond,
with
fewer
resources
than
you
need
to
try
to
address
some
of
the
needs
that
you
know
our
community
has
and
some
of
the
desires
right
now,
and
it's
it's
just
it's
incredibly
inspiring
and
commendable.
So
I
just
wanted
to
thank
you
for
that.
D
I
was
wondering
if
you
could
talk
a
little
bit
about
your
decision-making
process
and
thinking
about
you
know
how
to
balance
some
of
these
needs
desires
of
the
communities
with
the
realities
of
kind
of
staffing
and
funding.
Sure.
R
S
Yeah,
so,
as
ali
mentioned,
we
have
two
different
models
that
we
utilize
to
prioritize
our
investments,
so
we
have
first,
is
what
we
call
our
recreation
priority
index
and
what
we
do
in
that
index.
Is
we
look
at
our
recreation
programming
and
we
sort
of
we
identify
through
a
series
of
questions
and
analysis
who
benefits
from
that
programming?
Is
it
a
community
benefit?
S
Similarly,
we
have
our
asset
management
program
where
we
look
at
two
different
scores,
as
it
relates
to
all
of
our
assets
within
our
system,
and
we
look
at
the
condition
of
those
assets.
So
are
they
in
good
condition,
fair
condition,
poor
condition,
and
we
also
look
at
the
criticality
or
the
consequence
of
failure.
So
how
bad
is
it
if
that
thing
fails
and
when
we
look
at
those
two
things
we
come
up
with
a
prioritization
to
identify
where
we
need
to
focus
first,
as
it
relates
to
maintaining
or
repairing
and
refurbishing
specific
assets.
D
Thank
you.
I
appreciate
that
and
the
other
question
that
I
have
is
just
surrounded
in
this
mate
feel
free
to
punt
it
to
the
next
part
of
the
discussion
you
know,
but
you
showed
that
the
chart
the
community
doesn't
really
seem
to
want
new
taxes
necessarily
to
pay
for
this.
So
you
know
what
what
can
you
all
do?
What
can
we
do
to
sort
of
help?
D
R
K
Well,
if
I
understood
that's
the
first
question
ali,
it
sounded
like
you
were
asking
us
whether
you
should
engage
in
prioritization
is
that
right
between
competing
needs
is
that
is
that
the
essence
of
the
question
that.
K
Well,
of
course,
the
answer
is
yes,
that's
what
we
do.
Every
department
does,
that
and
and
boulder
parks
and
rec
of
course,
has
done
that
for
as
long
as
I've
been
around,
I
was
I
joined
the
park
sport
in
2009.
Remember
we
put
together
the
last
master
plan
in
2014.
It
was
all
about
prioritization,
right
and
and
community
appetites
change
over
time.
I
remember
back
10
or
12
years
ago.
It
was
all
about
handball,
and
now
it's
about
pickleball
and
people
have
desires
to
do
different
things.
K
Some
things
are
pretty
persistent
like
swimming
and
other
things
kind
of
come
and
go
so
obviously,
you're
gonna
have
to
do
the
best
you
can
to
prioritize
and
recognizing
that
we
can't
be
all
things
ever
all
members
of
the
community,
given
our
limited
resources,
as
nicole
said
that
it
sounds
like
there's,
probably
not
an
appetite
for
increased
taxes,
and
so
you've
got
a
pie.
K
Some
of
our
equity
principles,
and
so
we
have
to
be
sensitive
to
the
fact
that
some
community
members
use
different
recreation
facilities
or
different
programs
more
than
others,
and
I
like
the
fact
that,
over
the
last
10
or
15
years,
the
parks
department
has
outsourced
a
number
of
its
recreation
programs,
giving
you
the
opportunity
to
really
have
the
market
determine
what
is
a
value
and
what
is
so.
K
We've
outsourced
tennis,
we've
outsourced,
pottery
lab
we've
outsourced
a
few
of
the
other
recreation
programs
and
I
think
that's
a
good
way
with
scholarships
to
back
it
up
scholarships
for
for
those
members
of
the
community
who
can't
afford
necessarily
the
fees
but
but
let
some
of
these
programs
fly
on
their
own
and
if
there
is
a
sufficient
demand
in
the
community,
then
the
market
will
will
support
it
and
if
there's
not,
then
then
there'll
either
be
no
takers
from
an
outsourcing
standpoint
or
or
or
the
business
will
falter.
K
S
K
M
K
R
Thanks
for
bob,
I
want
to
add
just
one
thing,
because
I
know
it
seems
like
a
pretty
obvious
question:
do
we
prioritize
and
just
point
out
how
much
this
community
values,
parks
and
recreation,
and
so
anything
we
stop
doing,
can
feel
like
a
tanking
and
so
council
support
really
is
critical
and
the
out
loud
conversation
here
is
really
valuable
for
us.
So
thank
you.
The
other
thing
I
would
add
to
what
you
just
said.
N
Well
just
say
yes,
and
I
thought
bob
and
nicole's
comments
were
both
very
good,
so
the
just
the
one
thing
I'll
add
is,
I
mean
we
know
how
important
these
services
are
to
our
community
members
and
as
we
see
with
the
challenges
and
staffing
the
pools
right
and
and
how
anxious
people
are
in
getting
those
those
full
staff
back
up.
So
I
just
ali
appreciate
everything
you
and
your
team
do
to
provide
the
utmost
highest
level
of
service
with
whatever
funding
staffing
levels
you
have
available.
You
all
are
amazing.
So
let's
leave
it
there.
O
Yeah,
I
also
want
to
thank
ali,
and
I
want
to
say
yes
to
the
first
question.
Ingenuity
is
going
to
be
very
important
in
the
coming
years,
because
we're
not
going
to
have
the
resources
to
fill
every
need.
In
the
last
few
months,
we've
had
conversations
with
fleet
and
facilities
who
wanted
us
to
up
our
percentage
of
current
replacement
value
to
a
tune
of
several
million
dollars.
We
know
we
have
a
big
open
space
maintenance
backlog.
O
We've
had
the
arts
community
looking
for
a
performance
facility
that
would
be
very
desirable
in
this
community
and
if
we
do
not
have
a
library
district
come
november,
we
still
have
a
library
system
that
has
its
needs
and
that's
just
a
few
of
them.
So
I
think
we're
in
a
position
where,
to
the
extent
that
you
can
be
ingenious
and
practical,
that's
going
to
be
required.
O
I
don't
interview
that
you
know
the
prospect
of
saying
we
cannot
perform
a
particular
service
going
forward
because
the
cries
of
anguish
will
be
heard
far
and
wide,
but
this
is
where
we
are.
Our
desires
are
insatiable
and
our
finances
are
limited
and
I
support
you
in
in
doing
the
best
that
you
can,
and
I
know
you
you
have
and
will
to
provide
as
many
services
as
possible
to
as
many
people
and
you
know
and
deal
with
it
as
you
can
and
I'm
very
supportive
of
your
efforts.
Thank
you.
J
Yeah,
I
agree
with
what's
been
said,
and
you
know
if
we
want
to
talk
about
implementing
anything,
it
seems
clear
that
you
know
we
may
have
to
talk
about
reducing
something
so
based
on
the
wonderful
work
you
guys
have
done
in
that
master
plan.
I
trust
that
you
guys
will
be
making
smart
decisions
based
on
equity
and
in
our
community,
and
you
know
I
think
my
only
request
would
be
if,
if
we
are
eliminating
things,
I
think
we
do
need
to
be
really
forward.
J
Thinking
in
how
we're
communicating
with
the
public
about
why
and
what
benefit
we're
trying
to
create.
A
That's
true
lauren
and
I'm
gonna,
just
stick
myself
right
in
between
you
and
rachel
to
say,
ally.
Something
that
lauren
said
is
very
very
true
is
communicating
with
the
public.
I
don't
know
if
the
public
knows
everything
that
is
under
the
purview
of
the
parks
and
rec
department,
so
I
was
wondering
if
you
can
either
put
a
slide
up
or
just
name
them.
So
this
very
long
list
that
parks
and
rec
is
in
charge
of
so
the
public
can
see
how
difficult
it
is
to
figure
out
where
to
put
the
monies.
A
And
of
course
I
was
on
the
parks
and
rec
board,
and
that's
when
I
first
heard
the
phrase
taking
care
of
what
we
have,
which
is
a
perfect
phrase
for
how
we
can't
let
the
maintenance
part
of
everything
deteriorates
so
ally.
You
want
to
do
that.
R
I
will
take
the
opportunity
to
celebrate
our
system
sure,
so
we
don't
have
a
slide
prepared
right,
but
what
the
community
should
know
is
that
parks
and
recreation
operates
a
system
that
the
community's
been
investing
in.
For
over
100
years,
we
have
1800
acres
of
urban
park
land.
We
have
three
recreation
centers,
a
flat,
irons,
golf
course
belmont
city
park
and
bike
park,
the
boulder
reservoir
we
operate,
the
pearl
street
mall,
the
heart
of
boulder.
R
R
I'm
gonna
forget:
we
have
we
care
for
over
50
000
of
the
city's
public
trees
and
provide
a
lot
of
advice
to
help
the
community
care
for
even
more
private
trees.
We
have
natural
lands,
we
care
for
incredible
vegetation
and
species
on
the
north
shore
of
the
boulder
reservoir.
R
How
many
parks
we
have
over
100
sites?
Some
of
them
are
as
small
as
the
little
postage
stamp
park.
You
might
walk
through
on
your
way
down
to
our
three
biggest,
which
are
our
community
parks
on
east,
north
and
south
parts
of
town
in
the
boulder
reservoir.
G
Okay,
rachel
hi
allie
rhodes,
thanks
for
being
here
good
to
see
you,
you
asked
us
to
sort
of,
as
I
understood
it,
chime
in
and
and
give
you
cover
for
the
hard
decisions
that
are
gonna
have
to
be
made.
So
I'm
here
to
give
cover
and
say
I
support
you.
I
have
your
back
on
and
and
any
any
community
discontent
really
should
come
my
way
in
my
colleague's
way,
where
we
are
giving
this
direction
and
ali's
doing
what
we
will
be
giving
direction
on.
G
So
thank
you
for
making
those
hard
decisions.
That's
not
easy!
Given
how
much
you
love
to
the
point
of
tears,
parks
and
recreation
right,
so
I'm
just
I
don't
envy
you
and
I
just
wanna,
I
might
say
more
than
once
tonight,
if
you
are
a
teenager
watching
this
or
you're
a
parent
of
a
teenager
like
and
you
want
to
swim
this
summer,
we
need
lifeguards
so
get
like.
G
Maybe
you
could
have
a
slide
with
the
lifeguard
application
later
ally,
but
we
we
also
need
our
community
to
to
show
up
sometimes-
and
so
sometimes
it's
not
a
matter
of
money,
we
need.
We
need
people
to
to
work
some
of
these
jobs,
so
please
lifeguard
for
us.
R
Can
I
just
I'm
going
to
jump
in
there?
I
know
council
is
supposed
to
be
discussing.
It
is
not
just.
It
is
not
just
high
school
students.
Lifeguarding
is
such
a
fun
job.
You
meet
community,
you
connect
with
people.
There
are
a
lot
of
people
for
whom
lifeguarding
could
be
a
really
fun
opportunity.
I
will.
R
I
also
feel
the
need
to
comment
one
of
the
ways
that
I
know
the
hardship
of
the
last
two
shows
up
for
me
is,
I
am
more
emotional
than
I
have
ever
been
in
my
life,
and
it
shows
up
most
when
I
am
talking
about
our
incredible
team.
Several
of
you
have
commented,
and
already
and
I'll
just
try
and
keep
it
together.
When
you
look
at
our
team
and
what
they
have
been
through
in
the
past
two
years,.
P
Thanks
tara,
oh
you're,
passing
that
on
there
ali.
P
The
same
amount
and
I
rhetorically
ask-
is
it
a
coincidence,
and
so
I
think
you
know
as
it
as
it
stands,
not
in
the
way
that
it
could
be
nefarious,
nefariously,
nefariously,
nefariously
used,
but
in
many
ways
this
is
a
pay
to
play,
and
I
think
our
community
needs
to
pay
to
play
to
stay
that
healthy
and
maintain
that
investment
in
ourselves.
It's
not
just
the
parts,
it's
a
reinvestment
in
our
own
health,
so
so
to
really
answer
the
question.
P
Yes,
we
have
to
be
creative
and
I
really
love
the
entrepreneurialism
that
parks
and
rec
is
looking
to
do.
P
You
know
not
to
dig
up
an
old
issue,
but
this
was
exactly
part
of
the
plan
with
driftwood
and
the
amazing
events
at
boulder
res
that
were
going
to
be
planned,
for
that
was
to
build
that
community
and
build
that
support.
So
I
hope
to
see
that
we
can
do
this
at
flatirons
golf
course,
and
I
hope
that
we
can
really
build
that
entrepreneurialism.
P
I
I
think
it's
it's
unfortunate,
that
we
have
to
be
entrepreneurial
in
this
form
to
this
extent,
to
just
cover
our
bases
when
we're
moving
backwards.
With
regards
to
supporting
our
basic
infrastructure,
I
think-
and
I
hope
that
our
community
can
do
more,
and
I
hope
that
we
can
make
the
investment
not
just
in
ourselves
but
in
our
future
generations,
for
their
health,
be
it
mental
and
physical
and
for
the
health
of
our
community.
P
So
I
I
know
those
are
large
statements,
but
they
really
feed
to
the
values
of
our
community,
and
I
hope
that
those
listening
in
our
community
can
can
match
that
investment
with
what
our
aspirations
are
for
ourselves
and
future
generations.
So
I
hope
we
can
do
that
so
yeah.
I
appreciate
the
entrepreneurialism
and
being
very
clever
in
these
hard
times
and
I
hope
that
we
can
acquire
the
resources
in
order
to
make
our
parks
the
thriving
entity
and
assets
that
they
are
and
should
be
in
our
community.
D
Yes,
sorry,
I
realized
I
forgot
to
actually
answer
the
question.
I
just
asked
a
question
earlier,
but
yes
ali,
you
know
I
I
do
support
in
in
the
answer
to
that
to
number
one
there
and
you
know
what
what
I
would
ask
as
well.
For
you
know
you
ali,
as
well
as
all
my
colleagues
here
on
council
is,
you
know,
help
sort
of
holding
each
other
accountable
to
cases
where
you
know.
D
We
are
really
wanting
to
expand
in
some
way
right
versus
taking
the
strategy
of
taking
care
of
what
we
have
just
you
know
letting
us
know
or
nuria,
or
somebody
letting
us
know
when,
when
we're
at
risk
of
kind
of
adding
things
rather
than
you
know,
supporting
these
decisions
of
cutting
back
in
some
places
so
that
we
can
maintain
and
move
forward
with
what
we
have
for
you
know,
example
as
we're
thinking
about
like
the
west
end
closure
or
downtown
and
those
kinds
of
things
you
know
if
there
are
places
where
it's
going
to
add
work,
take
away
from
some
of
these
other
things
that
that
you're
involved
in
I
would
just
really
love
to
know
that
right
and
have
a
bit
of
that
accountability
there,
and
just
somebody
putting
up
that
flag,
saying,
hey
slow
down
watch
out.
D
This
is
something
that
that
could
could
take
us
over
a
little
bit.
But
thank
you
and
just
to
echo
rachel's
comment,
but
it's
not
just
about
lifeguards.
You
have
all
kinds
of
positions
within
parks
and
rec
that
are
open.
That
need
people.
You
know,
I
think,
if
everybody
can
go
out
and
try
to
recruit
one
or
two
teenagers
or
others
in
the
community
who
may
be
looking
to
kind
of
give
back.
That's
a
really
helpful
way
that
we
can
all
band
together
to
support
our
wonderful
parks.
A
R
I
would
be
happy
to
so.
These
are
are
really
about,
so
council
doesn't
necessarily
see
the
fee
setting
policy
for
parks
and
recreation.
So
this
is
our
chance
and
I'll
take
rachel's
q.
We
want
to
make
sure
you
support
the
way
we
charge
fees
as
we
move
forward
right,
because,
just
as
certainly
there's
community
benefit
programs
that
we
think
merit
tax
funding,
there
are
programs
where
the
users
should
pay
since
2014.
R
We
have
carefully
and
methodically
been
addressing
fees
and
charging
them
appropriately,
and
we
want
to
make
sure
that
council
supports
us
continuing
to
charge
adults
who
have
the
ability
to
pay
full
cost
or
cost
plus
for
their
services,
so
I'll
just
stop
there
and
you
can
give
thumbs
ups
or
maybe
raise
a
hand.
If
you
have
a
question.
R
Sure
so
we
know
the
last
robust
I'll
give
an
example.
The
last
robust
analysis
we
did
on
cost
of
physical
visitation
to
the
recreation
set
center
says
it
costs
us
about
ten
dollars
a
visit,
and
so
we've
been
carefully
increasing
the
cost
of
the
adult
drop
in
to
get
closer
to
that.
We're
not
there
yet
we're
at
nine
dollars.
We're
talking
with
the
prab
right
now
about
what
drop-in
fees
for
should
be
adults.
R
R
R
If
the
mark,
sometimes
the
market,
is
higher
than
cost
and
so
I'll
make
it
up.
Let's
say
that
you
know
the
cost,
for
the
visit
is
ten
dollars
and
the
market
for
a
drop
in
visit
to
a
recreation
facility
is
15
when
let's
charge
15,
and
maybe
we
have
a
chance
to
generate
some
interfund
subsidy.
D
G
T
R
It
means
someone
who
doesn't
qualify
for
our
current
financial
aid
programs,
so
we
have
a
financial
aid
program.
Anyone
who
qualifies
gets
actually
100
free
access
to
the
recreation
centers,
that's
funded
in
part
by
the
general
fund
transfer
to
the
recreation
activity
fund,
as
well
as
the
grants
we
receive
from
the
health
equity
fund.
A
Okay,
so
I
have
a
question
ally,
I'm
thinking
about
the
the
people
that
are
missing
out
by
let's
say
a
few
dollars
on
getting
getting.
You
know
on.
What's
the
word,
I
want
to
use
I'm
getting
important.
Yes,
thank
you.
Thank
you
getting
support
and
I
remember
eric
talking
about
a
sliding
scale
model
of
financial
aid
which
I've
always
been
interested
and
tell
us.
A
A
We
get
a
lot
of
people
writing
to
us.
Why
don't
you
what
I'm
going
to
the
lewisville
rec
center,
it's
too
expensive
here,
so
explain
to
us
how
those
models
are
the
same
or
different
and
why
lewisville
is
able
to.
R
Sure,
first,
I
think
all
your
sliding
scale
question
I'll
give
to
eric
with
design
workshop.
H
Yeah
absolutely
thank
you
ali,
so
as
part
of
the
the
next
steps
for
this
master
plan,
this
has
been
identified
for
some
goals
and
initiatives
investigating
the
implementation
of
a
sliding
scale.
Financial
aid
model
is
certainly
something
the
department
is
interested
in
to
your
point.
There
are
cases
that
we've
heard
of
where
families
may
not
qualify
but
may
have
a
significant
have
may
have
a
number
of
children
and
the
financial
burden
of
trying
to
participate
in
certain
recreation
programs
is
too
much
for
them.
H
So
investigating
this
sliding
scale
model
where
they
may
qualify
for
a
certain
percentage
of
aid
is
certainly
something
the
department
is
looking
to
pursue.
R
And
then,
as
far
as
louisville
and
how
they
are
funded,
I
don't
know
the
numbers
off
the
top
of
my
head,
but
I
know
that
when
that
community
passed
the
bond
to
renovate
their
existing
recreation
center,
they
simultaneously
passed
an
ongoing
tax
dedicated
to
supporting
the
operations
of
it
so
that
they
were
able
to
provide
subsidy
to
across
many
different
age
groups
and
programs.
So
they're
just
funded
differently.
A
So,
of
course,
I
want
more
money
to
go
to
parks
and
rec.
You
know
I
do
so.
I'm
going
to
suggest
that
whatever
points
and
some
new
on
council
I'm
able
to
is
how
can
we
get
more
money
to
parks
and
rec,
since
they
have
so
much
that
they're
responsible,
for
I
think
the
community
is,
I
think,
combined
with
inflation
and
construction
costs
and
supply
chain
issues
and
labor
shortages
that
I
hope
the
community
understands
the
kind
of
pressure
that
ali
is
under
trying
to
please
everybody
and
her
entire
department.
A
Thank
you
to
the
rest
of
the
department
and
hi
chuck
by
the
way,
and
so
I'm
going
to
be
also
wondering
if
there
are
some
creative
ways
to
increase
that
budget.
But
this
is
not
the
time
for
that,
so
I
will
move
on.
Let's
see,
we
don't
have
any
questions.
Do
you
have
any
comments
about
that
ali.
R
R
Such
such
a
program
right
that
would
require
additional
funding.
I
don't
see
any
other
questions,
so
the
next
part
of
this
question
is
is
about
that
community
benefit
programming
and,
if
you
think
back
to
the
slideshow
we
talked
about
who
the
community
thinks
it
is
most
important
that
we
serve
and
how
we
use
our
taxes.
That's
what
this
question
is
about,
so
we
just
want
to
make
sure
it's
clear
to
both
council
and
the
community
that
those
services
are
going
to
continue
to
be
very
constrained
without
additional
funding.
R
The
enhancements
might
be
possible
with
alternate
and
one-time
funding.
One
thing
council
will
see
in
the
2023
budget
that
you
can
discuss
holistically
with
the
other
city.
Proposals
is
a
position
for
us
to
have
a
a
partnerships
in
philanthropy
manager.
We've
been
successful
with
that
in
the
past,
the
pandemic
slowed
it
down
a
little
bit,
but
it's
something
we'd
like
to
build
going
to
rachel's
question
about
age-based
discounts.
So
the
community
has
expressed
support
for
subsidies
for
youth
and
older
adult
programs.
R
We
currently
offer
seniors
a
25
percent
discount
off
of
that
adult
base
rate.
There
are
not
senior
discounts
for
registered
programs
and
we
also
offer
a
youth
discount
of
40
percent
off
of
that
base
rate
and
then
youth
programs.
The
pricing
varies
based
upon
the
market
and
and
our
role
in
the
program.
R
So
really
what
we're
saying
here
and
I
appreciate
rachel's
candor-
is
we
just
want
to
make
sure
that
folks
know
we're
not
going
to
be
able
to
do
more
for
these
priority
populations
without
additional
funding
and
and
tatara's
comment
where
this
would
show
up
next
is
as
we
develop
the
budget,
you
would
see
proposals
from
us
where
we
might
be
able
to
continue
to
enhance
these
priority
programs.
That
council
would
then
have
to
explore
holistic
holistically.
R
G
Ali
rachel,
since
I'm
being
candid
tonight
ali
and
I
hope
none
of
it's
offensive-
this
part
probably
will
be
not
to
you
but
to
the
whole
community.
G
When
I
look
at
my
family,
I've
got
a
daughter,
who's,
a
new
nurse,
and
she
would
need
the
subsidy
in
her
young
20s
more
than
my
mom
who's,
a
retired
nurse,
and
so
the
the
age-based
with
no
you
know,
qualifying
income
threshold
is
a
little
bit
strange
to
me,
given
how
hard
it
is
to
afford
boulder
at
the
current
prices
to
buy
in
and
how
much
our
you
know
are
the
millennials
and
the
generation
below
them,
but
that
also
wouldn't
get
discounts
are
struggling
here.
G
So
I
have
a
little
problem:
if
there's
a
an
adult
who
doesn't
need
a
discount,
you
just
automatically
get
25
and
then
there's
a
27
year
old
who
who
needs
it
more,
doesn't
get
one.
So
I'm
just
putting
that
out
there.
That's
a
little
strange
result
to
me.
A
I
don't
see
any
other
hand,
so
I'm
going
to
say
that
I
agree
with
rachel
and
I'm
wondering
allie
if
we
could
take
that
discount
down
now,
don't
forget
those
that
are
qualifying
for
those
that
are
60,
plus
that
there
are
opportunities
like
silver
sneakers.
It's
not
like
we're
saying
to
people
who
can't
afford
it
to
seniors
who
can't
afford
it.
A
You
have
to
pay
more,
but
for
those
that
can,
I
would
like
to
see
that
discount
go
down
to
20,
or
maybe
even
15
percent,
just
throwing
that
out
there
and
I'm
wondering
what
does
the
rest
of
council
think?
What
do
you
think
ali?
What
does
your
team
think
about
lowering
the
discount
for
the
seniors
when
it's
applicable.
B
Sure
so,
91
of
all
visitation
to
the
recreation
centers
are
by
silver,
sneakers,
renew
active
and
our
third
party
memberships.
The
additional
two
percent
are
eligible
for
financial
aid
and
are
accessing
via
financial
aid,
and
then
the
last
seven
percent
are
actually
paying
the
full
senior
rate.
So
we
do
have
a
very
small
percentage
of
overall
users
that
are
paying
the
senior
rate
and
getting
subsidized
in
that
way.
R
R
A
R
A
J
I'm
sorry,
I
am
just
one
quick
one.
You
mentioned
that
currently
like
at
the
rec
centers
the
day,
use
fee,
isn't
a
full
cost
recovery.
Do
you
have
a
sort
of
timeline
for
implementation,
or
would
you
know
if
we
say
yes,
we
can
go
forward
with
a
higher
cost
recovery.
Does
that
spike
things
right
away
or
what
is
yeah?
B
So
as
we're
developing
our
2023
operating
budget,
we
are
proposing
a
modest
fee
increase
to
get
closer
to
cost
recovery,
and
our
historic
practice
has
been
to
update
the
fee
structure
every
two
years
so
that
there's
a
gradual
increase
over
time.
So
2023
would
be
the
beginning
of
a
new
fee
increase
to
get
closer
to
the
full
cost
recovery.
A
T
Yeah
ali-
I
just
have
a
question
because
I
think
part
of
your
comments
or
statements
are
slightly
confusing
to
me.
You
mentioned
the
drop-in
fees
and
you
said
well:
if
someone
can
pay
the
full
drop-in
fee,
they're
likely
to
pay
that.
But
I'm
wondering
if
someone
is
dropping
in
which
I
have
done
before,
because
somehow
my
gym
has
expired
and
I
just
want
to
exercise
somewhere.
R
Yeah,
so
the
way
that
our
financial
aid
program
works
is
that
if
you
qualify,
you
qualify
for
support
for
any
way
that
you
access
our
system.
The
way
that
we
qualify
has
we've
tried
to
make
it
easier
and
easier
over
the
years.
So,
for
example,
if
someone
is
a
resident
in
low
income
housing
in
boulder,
they
automatically
qualify,
they
don't
have
to
fill
out
any
of
our
paperwork.
They
get
a
voucher.
R
We
enter
them
into
our
system
and
it
notes
in
their
account
that
they've
qualified,
and
so
if
they
walk
in-
and
they
just
want
to
pay
the
drop
in
or
they
just
want
to
drop
in
for
the
day
they
give
their
name
they're
in
for
free
if
they
want
to
buy,
they
want
to
get
an
annual
pass
and
swipe
a
card.
Then
great,
there's
a
card
to
swipe
every
visit,
but,
however,
they
choose
to
access
our
system.
It's
set
up.
R
All
right,
so,
the
last
one
in
this
looking
for
council
support,
we
talked
to
you
last
summer
about
how
we
might
support
achieving
our
own
goals
through
revenue
generation,
and
we
just
wanted
to
confirm
council
support
for
opportunities
to
do
that,
such
as,
but
not
limited
to
increasing
our
non-resident
fee
opportunities
for
social
entrepreneurship.
R
Matt
mentioned
the
work,
we're
doing
to
really
build
great
public-private
partnerships,
specifically
in
our
regional
parks,
but
there
are
other
opportunities
for
sure
and
then
also
commercial
use
in
our
parks
is
an
opportunity,
so
I'll
pause
there
and
look
for
your
input
on
that
specific
item
to
generate.
This
goes
to
nicole's
question
earlier
right
like
how
can
we
just
there's
no
magic
money
tree?
That
council
has.
We
know
that
we're
eager
to
capture
opportunities
where
we
can
to
support
these
community
benefit
programs.
R
G
I
will
be
brief.
I
support
and
I
assume
you
will
here's
elmer
be
creative
with
this.
So
yeah
I
support
that's
all.
N
A
O
I
am
also
supportive,
although
I
would
you
know,
ask
you
to
be
careful
about
how
you
commercialize
our
parks.
I
mean
I
wouldn't
like
to
see
a
taco
bell
in
the
north
boulder
soccer
fields.
I
just
don't
know
that
that
would
be
an
appropriate
way
of
generating
revenue.
But
with
that
caveat
yes
like
that,
for
I
am
supportive
of
you're
exercising
as
much
ingenuity
as
you
can.
A
T
R
Yeah
our
current
definition
of
a
resident
is
anyone
who
lives
or
works
in
the
city
of
boulder.
The
worker
part
of
the
definition
was
added
in
the
2000s
as
a
way
to
promote
economic
vitality
and
during
the
recession,
and
so
currently,
if
you
live
or
work
in
the
city
of
boulder,
you
benefit
from
the
resident
rate,
so
something
that
we're
exploring
with
the
prab
and
specifically
at
our
regional,
draw
facilities
like
the
boulder
reservoir
and
even
the
scott
carpenter
pool
has
been
an
attraction.
R
Could
we
really
look
at
some
healthy
increases
for
those
facilities
that
we
know
people
are
willing
to
pay?
We
saw
during
the
pandemic
when
there
weren't
a
lot
of
opportunities
we
so
historically,
the
non-resident
fee
is
a
25
surcharge
over
the
resident
fee
and
the
pandemic
to
visit
the
pools.
It
was
a
50
surcharge
and
we
didn't
see
any
change
in
the
split
and
visitation
it's
about
75
25
at
most
facilities,
75
residents
and
25
non
so
juni.
That
probably
was
more
than
than
you
were
asking,
but
hopefully
I
got
there.
T
No,
that's
fine!
Thank
you
for
that.
So
does
that
mean
if
you
live
in
in
the
unincorporated
areas,
you
are
not
included.
R
The
justification
for
that
is
that
I
mean
obviously,
sales
tax
can
come
from
anyone
who
comes
into
the
city,
but
our
facilities
really
are
in
many
ways
built
and
maintained
by
property,
taxes
and
people
who
live
in
the
community
and
are
benefiting
from
the
full
set
of
services
and
the
full
set
of
city
property
taxes.
P
Yeah,
I
I
fully
support
with
the
direction
that
we're
looking
to
go.
You
know
one
added
thing
with
regards
to
that
entrepreneurial
part.
An
added
thing
is
thinking
about.
I
know
mark
doesn't
want
taco
bells,
but
we
do
have
a
successful
event
called
taco
fest.
P
That's
happened
in
numerous
years
in
north
boulder
park,
so
you
know,
I
do
think
thinking
about
events
in
that
capacity
is
is
a
way
in
which,
instead
of
waiting
for
them
to
come
to
us,
maybe
we
try
to
go
to
some
events
to
try
to
create
those
spaces
for
for
community
engagement
and
leveraging
our
parks
for
revenue
generation
in
that
capacity.
So
yeah
it's
no
taco
bell,
but
it
might
be
a
one-day
taco
fest
or
something
like
that
anyway.
P
P
Of
stuff
that
I'd
like
to
see
us,
hopefully
leverage
and
maybe
lower
the
barrier
of
entry
for
some
of
those
things,
so
that
we
can
get
them
off
the
ground
and
running.
A
Rachel,
do
you
have
your
hand
up?
You
want
to
say.
G
Something
else
I
want
to
ask
a
clarifying
question
about
the
taco
bell
scenario.
As
I
recall
about
a
year
ago,
we
did
some
ordnance.
You
know
revisions
that
that
would
you
know
you
couldn't
put
a
restaurant
anywhere
other
than
a
couple
of
of
finite
spots
and
it
wasn't
going
to
be
a
taco
bell.
So
before
we
read
a
headline
tomorrow
about
taco
bells
at
soccer
fields,
get
a
little
clarification
on
that.
R
R
Here's
what
I'd
like
to
remind
council
one,
is
that,
yes,
while
restaurants
are
allowed
by
wright
in
our
three
regional
parks,
council
has
purview
over
any
lease
of
parkland
that
exceeds
three
years.
Any
lease
that
exceeds
one
year
between
one
and
three
has
the
approval
of
the
parks
and
recreation
advisory
board.
R
It
is
my
experience
that
investment
in
a
restaurant
is
a
long-term
game
and
someone's
not
going
to
do
a
one-year
lease,
and
so
I
would
predict
that
any
restaurant
lease
or
any
long-term
partnership
council
is
going
to
see
the
agreement,
because
it's
going
to
be,
you
know
an
agreement
involving
real
property
interest
that's
longer
than
three
years,
so
you'll
get
the
chance
to
weigh
in.
R
I
mean
taco,
fest
is
a
whole
other
story.
I
mean
one
thing
I'll
just
note
on
that
is.
The
city
has
hired
for
the
first
time
we're
creating
an
office
of
special
events
in
our
community
vitality
department.
Our
events
manager
is
parks
and
recreation's
own
justin
greenstein.
We
know
he's
going
to
do
great
work
there
and
one
of
his
goals
is
one
of
the
one
of
the
goals
for
the
work
is
to
keep
building
on
the
city.
R
A
Well,
I'm
going
to
weigh
in
for
a
second
that
I
100
agree
with
this
and
stand
by
you
and
hope
that
I
think
this
is
a
great
way
to
pay
for
our
backlog
of
maintenance
and
to
for
cost
recovery.
So
I
stand
with
you
ali.
I
think
it's
a
great
idea
very
excited
about
the
golf
course
and
the
new
restaurant
that's
going
to
be
there
as
well.
A
R
S
I
think
I've
heard
everything
that
I
needed
eric
becky.
R
S
Yeah,
so
we're
going
to
quickly
go
through
our
plan
alternatives,
so
this
is
really
thinking
about
the
different
fiscal
scenarios
so
based
upon
the
city's
financial
planning
scenarios
and
building
upon
the
information
that
we
have
about
bpr
system,
the
master
plan
includes
three
scenarios
for
the
three
service
areas
of
our
department:
our
parks,
our
facilities
and
our
programs.
S
The
fiscally
constrained
scenario
is
really
our
promise
to
the
community
about
where
we
will
focus
our
limited
resources
for
the
next
five
years
and
for
our
parks
in
particular,
we'll
be
focusing
on
operations
and
maintenance,
as
well
as
our
capital
investments,
and
on
ensuring
that
our
existing
amenities
are
maintained.
Well,
we
will
prioritize
projects
that
reduce
our
maintenance
backlog
and
improve
operational
efficiencies
that
either
maintain
or
reduce
the
burdens
on
our
operations
and
maintenance.
S
Current
cip
plans
include
projects
to
maintain
well,
both
the
east
boulder
community
center
and
the
north
boulder
recreation
center.
South
boulder
recreation
center
is
quickly
approaching
the
end
of
its
useful
life
and
is
at
the
point
where
repairs
will
make
less
and
less
sense.
Given
the
building's
age
and
facility
condition
index,
the
existing
south
boulder
recreation
center
also
does
not
meet
the
city
goals
of
welcoming
all
members
of
our
community.
Giving
given
the
challenges
related
to
the
accessibility
of
this
aging
structure.
S
Additional
funding
for
our
facilities
could
provide
for
improvements
at
existing
facilities
to
recognize
the
ever-changing
needs
of
our
community.
Two
previous
points
about
needing
to
have
spaces
that
are
flexible
and
meet
the
needs.
The
current
needs
of
the
community,
or
also
making
improvements
to
the
resilience
of
existing
amenities
that
can
include
things
like
replacing
our
quartz
with
post-tension
concrete
that
stands
up
to
increased
usage
and
has
a
longer
life
span
or
converting
some
of
our
natural
grass
fields
to
artificial
turf
that
provides
more
playability
with
less
maintenance.
S
And
for
our
recreation
services
within
the
fiscally
constrained
scenario,
fees
will
continue
to
increase
across
the
board
to
keep
up
with
expenses,
and
financial
aid
will
be
dependent
upon
grants
and
philanthropy
services
for
our
priority.
Populations
will
also
be
dependent
upon
grants
and
philanthropy.
As
the
general
fund
subsidy
is
stretched
to
support
age
based
discounts
and
the
current
level
of
financial
aid.
S
S
K
K
I
think
a
good
example
of
an
action
alternative
is
what
you
just
mentioned
as
far
as
the
south
boulder
rec
center,
where
we're
going
to
have
to
try
to
find
funding
to
develop
and
replace
that
as
it
reaches
the
end
of
its
economic,
useful
life.
But
I'd
like
to
make
a
really
really
strong
pitch,
and
I'm
going
to
say
this
on
every
master
plan.
As
long
as
I'm
on
council
for
getting
rid
of
the
vision
category,
it
just
gets
us
into
trouble.
K
We
put
it
in
every
master
plan.
We,
you
know
the
chapter
starts.
If
money
was
no
object,
dot,
dot,
dot,
here's
what
we
would
do
and
we
money's
always
an
object.
I
don't
know
why
we
have
vision
plans.
They
only
get
us
into
trouble
because
what
people
do
is
they
skip
over
the
chapter?
One
physically
constrain
and
skip
over
chapter
two
in
action.
They
go
right
to
the
vision
and
they
say
it
says
right
here
on
page
47
that
we're
going
to
do
these
things
and
we
can't
do
these
things.
K
We
never
can
do
these
things
and
we
have
a
really
big
problem
right
now
with
the
library,
because
people
are
pointing
to
the
vision
plan
for
the
library
and
saying
why
aren't
we
doing
these
things?
We
need
to
go
out
and
create
a
library
district.
What
I
don't
want
to
do
is
adopt
this
master
plan
this
year
and
then
five
years
from
now
or
10
years
from
now
have
a
group
of
residents
come
to
us
and
say
we
need
to
create
a
parks
district
because
we're
not
doing
the
vision
plan.
K
N
Yes,
so
I
do
support
you
moving
forward,
starting
with
that
fiscally
constrained
start
and
then,
with
this
idea
of
maybe
having
some
targeted
possibilities
for
implementing
action
items.
You
know
that's
subject
to
you
know
the
department's
thoughts
and
discretion,
but
run
past
the
your
analysis,
I'll
just
say,
I
was
really
impressed
by
the
mapping
exercise
that
was
done
of
the
investment
need
prioritization
that
overlaid
the
environmental
needs
with
the
income-based
needs.
I
thought
that
was
really
powerful
and
compelling,
and
so
I
I'm
really
glad
to
see
equity-based
mapping
like
that.
N
Allow
us
to
make
more
data-driven
decisions
about
where
we
need
to
make
investments.
So
maybe,
if
you
can
use
that
in
similar
analyses
to
think
about
where
our
targeted
opportunities
are
to
to
make
some
additional
investments,
I
think
that
would
be
fantastic,
I'll,
just
mention
tree
canopy,
as
is
one
of
those
things.
You
know
you
talk
about
star
one
appreciating
asset
and
it
is
in
investments
in
our
urban
tree.
Canopy
are
a
long-term
investment
in
our
cities,
kind
of
resilient
and
climate
sensitive
future.
N
So-
and
it's
also
one
of
those
areas
where
can
benefit
you
know,
lower
income
communities
who
often
don't
have
as
good
of
a
tree
cover.
So
that's
an
area
that
I
think
is
definitely
worth
looking
at
in
particular,
but
I
think
you
all
are
absolutely
on
the
right
track
and
taking
care
of
what
we
have
needs
to
be
the
priority
and
a
limited
amount
of
additional
initiatives
make
sense
so
keep
at
the
magnificent
work
super
appreciative
of
everything.
You've
done
also
of
the
parks
and
rec
advisory
board.
N
I
know
chuck
brock
is
here
tonight
we
haven't
heard
from
him,
but
chuck
appreciate
your
your
efforts,
really
appreciate
everybody
else
on
prab's
efforts-
and
I
know
you'll
steward
this
master
plan
to
a
successful
conclusion
and
the
implementation
of
it
as
well,
and
there
chuck
popped
up
high
check
thanks
for
being
here.
That's
all
again.
A
Track
is
a
huge
visionary,
just
just
a
shout
out
to
chuck
okay,
we
have
nicole
next.
D
I
just
had
a
clarifying
question
first,
and
you
talked
about
the
the
potential
kind
of
alternative
methods
of
getting
some
additional
funding
for
parks
and
rec.
Is
that
to
sort
of
meet
that
fiscally
constrained
option?
Does
my
question
make
sense
so
like
we.
K
D
S
A
crack
at
this
sure
I'll
start,
so
primarily
those
revenue
generating
and
the
conversations
that
we
just
had
with
council
initially
is
to
really
get
us
to
that
recommended
funding
level
for
fiscally
constrained,
so
that
we
can
fully
realize
the
asset
management,
the
operations
and
maintenance
to
maintain
the
system
in
the
way
that
it
is
right
now
and
and
kind
of
make
some
necessary
improvements.
S
As
far
as
being
able
to
take
additional
steps
into
that
action
sort
of
level
that
would
be
require
additional
funding.
Things
like
the
ccrs
tax
grants,
specific
donations,
things
like
that
that
can
actually
bump
us
up
in
into
that
action
level
of
funding.
R
I
I
think,
there's
a
really
good
example
that
at
the
scott
carpenter
pool
where
we
built
a
capital
stack
to
achieve
community
means
that
aligned
with
the
various
funding
sources,
so
the
replacement
of
the
aging
lap
pool
and
the
bath
house
was
funded
with
parks
and
recreation
capital
dollars.
The
expansion
of
the
lap
pool
was
built
with
impact
fee
money
that
is
dedicated
to
parks
and
recreation
development.
The
whole
new
family
fund
was
funded
in
the
last
round
of
the
community
culture
and
safety
tax.
D
I
wanted
to
now
answer
your
question
for
us,
and,
and
yes
I
mean
I,
I
do
support
the
the
sort
of
fiscally
constrained
and
the
steps
to
try
to
get
us
there
and
the
general
philosophy
of
taking
care
of
of
what
we
have,
and
you
know
I
think,
what's
a
little,
the
library
district
was
mentioned,
you
know,
what's
a
little
bit
different
here
is
that
you
know
you're
not
putting
into
the
master
plan
saying
that
we're
going
to
have
a
parks
and
rec
district.
D
So
I
think
you
know
just
just
keeping
the
master
plan
to
the
things
that
that
we
can
achieve
is
is
really
good,
and
I
think
that
that
was
the
difference
with
the
libraries
master
plan
is
that
the
library
district
was
actually
in
the
master
plan
as
something
that
we
were
going
to
try
to
achieve,
and
so
I
just
I
really
want
to
be
very
vocal
and
and
clarify
that
in
our
giving
you
this
guidance
that
you
know
we
want
this,
take
care
of
what
we
have
philosophy,
we're
really
holding
ourselves.
D
This
current
council,
as
well
as
future
councils
to
supporting,
what's
going
to
be
in
there
and
to
supporting
that
philosophy,
and
so
I
think,
that's
just
important
for
us
to
carry
forward
in
our
decision
making
that
being
the
council,
that's
working
on
this
master
plan
that
will,
you
know,
prove
it
we're
really
holding
ourselves
and
future
councils
to
what's
in
here.
A
Well
said:
we
have
lauren.
J
Thank
you,
so
I
kind
of
wanted
to
touch
on
a
point
that
aaron
brought
up
about
the
urban
tree
canopy
just
reading
through
the
fiscally
conservative
option
it
mentions
philanthropy
and
partnership,
is
you
know
some
of
the
ways
that
we'll
be
funding
this
and
I
just
wanted
to
know
if
we
have
a
way
to
you
know,
because
one
of
my
concerns
is
that
when
we
look
at
the
city
as
a
whole,
it's
typically
underrepresented.
J
You
know
neighborhoods
that
are
lower
income
and
things
like
that
that
don't
have
the
same
kind
of
urban
tree
canopy
as
the
rest
of
the
city,
and
so
through
those
mechanisms
would
we
still
be
able
to
focus
on
in
improving
our
urban
tree
canopy,
specifically
in
those
areas.
R
What
I
think
I
hear
you
asking
lauren
is
is:
if
we
base
building
canopy
growth
on
philanthromy
partnerships,
is
it
pay
to
play
or
pay
to
grow,
or
how
do
you
make
sure
that
those
decisions
are
also
equity
based,
and
I
know
regina
and
the
team
are
having
wonderful
conversations
doing
a
lot
of
really
great
work,
and
she
can
answer
that,
for
you.
Thank.
S
You
yeah
so,
especially
as
it
relates
to
the
work
that
our
parks
and
recreation
department
does
related
to
our
tree
canopy.
S
Our
our
forestry
team
is
already
starting
to
think
about
how
they
can
operationalize
that
equity
mapping
that
I
touched
on
briefly
and
looking
at
especially
the
environmental
need
index
about.
Where
do
we
have
low
low
tree
canopy?
Where
do
we
have
public
spaces
that
can
handle
additional
tree
plantings,
things
that
are
irrigated,
where
there
is
space
for
those
trees
to
grow
and
really
mature
and
thrive,
and
then
also
thinking
about
if
there
aren't
areas
for
public
tree
plantings
within
those
kind
of
darkest
areas
of
need?
S
Are
there
ways
that
we
can
work
with
other
departments,
whether
it's
transportation
or
planning
and
development
services,
to
really
build
partnerships
through
like
the
cool
boulder
initiative
and
others
that
support
planting
in
those
areas?
So
it's
really
trying
to
look
holistically
across
across
that
canopy
and
how
we
can
work
to
improve
that
canopy.
J
J
Like
you
know,
youth
volunteering,
especially
if
those
opportunities
can
provide
you
know
like
free
labor,
seems
like
I
get
that
you
know,
there's
a
management
aspect
to
that
and
all
of
that,
but
if
there
is
any
way
that
that
can
be
close
to
cost
recovery
or
help
with
anything
else,
I
would
love
to
see
that
looked
at.
A
Thanks
lauren,
I
want
to
insert
myself
right
here
before
met
sorry,
but
that's
a
good
thing
about
leaving
a
meeting.
You
can
do
that.
So
I
just
want
to
say
a
community
member
ally
and
regina
had
a
a
really
good
thought
and
it
was
about
the
east,
boulder
community,
east
bulldog,
community
sub
community
plan,
and
he
talked
about
putting
parklets
in
versus
just
one
giant
belmont
park,
and
when
I
was
driving
around
with
the
folks
from
the
city
around
east
boulder,
there
was
a
real
lack
of
parklets
trees.
Everything.
A
So
does
I
really
like
that
idea
for
the
reason
that
that
you
know
the
50
walking
right
walking
to
a
park
is
super
important
to
me.
I
know
to
a
lot
of
people,
so
I
don't
know
if
the
master
plan
is
a
place
for
something
like
this
and
he
thought
it
was.
But
I
wanted
to.
Since
we
were
talking
about
heat
islands
and
tree
canopies
lauren
was
I
just
wanted
to
put
in
a
little
two
cents
that
that
would
be
an
awesome
thing,
because
I
am
concerned
about
east
boulder
being
a
heat
island.
R
Arnold
regina,
to
talk
specifically
about
park
development
and
as
it
relates
to
the
east,
boulder
sub
community
plan,
because
parks
and
recreation
was
involved
and
consulted
on
that
project.
But
I
want
to
respond
to
the
comment
about
belmont
city
park
to
remind
the
community
and
council
parks
and
recreation
owns,
100
or
so
acres
on
the
south
side
of
belmont
across
from
the
developed
bike
park
and
east
of
what
is
currently
just
a
playing
field.
R
There's
a
concept
plan
for
that
park
that
includes
the
development
of
several
multi-use
fields,
a
soft
surface,
running
track
and
many
other
facilities
that
that
we
do
need
in
the
community.
And
so
we
would
not
advocate
for
breaking
that
park
up.
We
think
it's
amenities
are
going
to
be
required,
especially
if
you
know
one
of
our
hopes
is
at
mapleton.
If
you
can
picture
that
park,
there
are
currently
three
ball
fields
with
an
incredible
amount
of
density
happening
around
it
just
to
the
east
at
boulder
junction.
R
A
R
S
Yeah
absolutely,
and
so,
with
the
recommendations
within
the
east
boulder
sub-community
plan.
There
is
definitely
an
increase
in
residential
development,
potentially
in
the
east
boulder
sub-community
area,
and
we
recognize
that
currently
within
that
sub-community
there
are
no
neighborhood
parks.
K
S
So
that
is
part
of
why,
within
the
plan,
alternatives
that
we've
identified
in
this
master
plan
is
to
develop
the
at
least
the
community
benefit
amenities
within
belmont
city
park.
So
those
are
things
like
playgrounds
and
the
multi-use
fields.
S
As
far
as
the
idea
of
you
know
additional
parklets,
we
all
know
that
the
value
of
land
in
boulder
is
extremely
high
and
so
acquiring
new
park.
Property
was
not
highly
favored
by
a
lot
of
our
community
within
our
statistically
valid
survey,
so
that
would
acquiring
additional
land
for
those
types
of
park.
Amenities
would
be
a
challenge
if
we
were
thinking
about
thing.
S
I
think
the
sub-community
plan
also
calls
out
for
public
paseos
and
public
public
park
like
spaces,
and
I
think
that
that
is
definitely
supported
within
that
sub-community
plan
and
making
sure
that
the
increased
residential
in
the
east
boulder
is
served
by
park
services
in
some
way
or
another.
P
Thank
you
much.
Let's
see
I'll
answer.
I
think
I've
kind
of
already
touched
on
question
one
a
bit
already
in
some
previous
comments
and
I
do
support.
You
know
that
more
intense
focus
on
taking
care
of
what
we
have
given
the
sort
of
limited
tax
subsidies.
I
think
where
we're
headed
is
what
we've
got.
M
P
Since
it
was
talking
about
sort
of
urban
forestry,
I
do
want
to
mention
that
osmp
also
has
a
forestry
plan,
and
so
I
think
at
some
point
it's
helpful
to
maybe
unify
the
parks
and
rec
and
open
space
plans
for
that
more
holistic
view,
which
I
think
will
then
suss
out
some
greater
details
about
where
there's
either
shared
resources
or
opportunities.
P
With
regards
to
a
larger
forestry
conversation,
we
talked
about
with
wildfire
and
other
things,
and
so
I
think
that
that
that's
an
opportunity
that
we
have
to
go
forward
and
I'm
also
curious
who
won
council
bingo
by
mention
a
mention
of
the
library
district
tonight.
So
that
was
unexpected
and
you
know
without
vision
we
wouldn't
have
landed
on
the
moon
without
vision.
We
would
not
have
open
space
and
without
vision
we
would
be
doing
nothing
more
than
walking
the
trail
while
staring
at
our
feet.
P
So
I
do
think
that
that
vision
is
essential
for
us
to
have
the
aspirations
to
think
big
and
to
go
places.
We
may
not
otherwise
go
so.
I
think
that's
a
real
important
thing
to
keep
in
there
and
not
be
too
worried
about
what
people
are
interpreting
when
maybe
they're
not
reading
the
whole
document.
A
Thank
you.
We're
going
to
stay
off
the
library
district
tonight
we're
going
to
focus
on
parks
and
rec,
so
ali
you
have
more,
it
seems
like
we
heard
from
everybody.
Do
you
have
more?
You
want
to
say.
R
I
think
we
heard
answers
from
everything,
and
so
I
owe
aaron
brockett
like
some
dessert
or
ice
cream
or
something
because
he
asked
us
multiple
times
at
cac.
You've
requested
two
hours.
Do
you
need
two
hours
and
he
gave
it
to
us,
but
you
all
have
been
very
effective
and
efficient.
In
your
conversation,
I
I
appreciate
it.
S
I
just
wanted
to
double
check
with
council
that
you
didn't
there
wasn't
any
additional
conversation
around
question.
Two
on
the
slide
that
I
have
shared
on
the
screen
about
and
the
more
intense
focus
on
taking
care
of
what
we
have.
I
think
we've
covered
a
lot
of
that
ground
in
all
the
conversation
that
we've
done
had
this
evening,
but
if
there
was
any
other
input
that
we
hadn't
gotten
related
to
question
number
two
on
the
slide
here.
N
Well,
after
ali
did
that
comment
I
just
have
to
say
ali
the
this
was
a
shorter
discussion,
because
you
all
laid
out
the
material
so
extremely
well,
so
you
gave
us
a
lot
to
talk
about,
but
in
a
way
that
was
easy
to
address
on
a
relatively
quick
basis
and
anyway,
once
again,
you've
done
an
extraordinary
job.
Thanks
again.
G
Real
quick,
I
did
want
to
remind
ally
that
you
know
matt
benjamin
and
I
are
also
on
cac.
So
if
ice
cream
is
going
out
like
I
don't
call
my
air
bracket,
but
also
you
know
it
was,
it
was
so
nice
to
have
chuck
from
prab
here
and-
and
we
didn't
hear
a
lot
from
him.
So
I
just
wanted
to
invite.
G
If
there
was
anything
he
he
wanted
to
make
sure
we
considered
that
that
he
had
the
opportunity
to
share-
or
you
know
chime
in
and
wanted
to
say
thanks
for
taking
the
time
to
be
here
with
us.
It's
generally
very
helpful
and
I
think
that
ally
and
team
and
you
all
at
crab
did
teed
up
so
well.
We
didn't
have
a
lot
of
questions,
but
duck
says.
M
M
One
of
the
concerns
I'd
like
to
bring
the
council's
attention
is
sort
of
a
broader
question
of
stovepiping
of
different
departments
and,
for
example,
you're
talking
about
urban
tree
canopies
in
the
area
of
30th
street,
where
there's
a
lack
that
largely
is
involves
transportation,
where
they
need
to
rebuild
the
street
and
provide
space
for
an
open
tree,
canopy
and
similarly,
boulder
housing
partners
in
that
area
is
going
to
be
developing
a
new,
low-income
housing
complex
next
to
the
mobile
home
park,
but
there's
no
multi-use
path
that
would
allow
connection
between
the
mobile
home
park
through
that
facility
to
the
adjacent
park,
which
is
very
close.
M
As
a
result,
it
shows
as
a
service
desert
in
the
parks
and
recreation
picture.
So
I
think
that
there
needs
to
be
more
discussion
about
interdepartmental
communication
and
co-aligning
of
master
plans
to
sort
of
reach.
These
broader
community
goals
and
parking
is
another
one
right.
We
have
a
city-wide
parking
strategy,
not
just
one
at
parks
and
recreation
facilities,
but
something
that's
comprehensive
that
drives
our
transportation
goals
and
our
climate
goals
thanks.
A
You're
really
great
comment
about
30th
street.
I
agree.
Let
me
let
us
know
what
we
can
do
allie
to
get
that
interdepartmental
cooperation
happening,
especially
along
the
boulder
housing
partner
area
and
30th
street.
I
don't
know
what
can
be
done,
but
we
want
to
know
anybody
else.
I
don't
see
any
hands
anybody
else
going
once
going
twice:
nobody,
okay!
So
with
no
more
items
on
tonight's
agenda,
I'm
going
to
close
this
meeting
at
9
29
p.m.