►
From YouTube: City of Boulder City Council Study Session 12-10-19
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Second,
a
Marion
I
visited
Whittier
Elementary
and
spoke
with
a
couple
third
grade
classes
that
they
have
over
there
and
one
of
their
assignments
was
to
write
a
letter
to
City
Council
talking
about
things
that
they
cared
about
a
lot.
So
here
we
have
a
bunch
of
letters
from
witty
elementary
third
graders
I'm
gonna,
put
this
package
of
letters
down
in
the
City
Council
office,
they're
fun
to
read
through
and
there's
a
lot
of
concern
about
trees
and
bees.
A
A
But
when
there
are
new
council
members
who
haven't
been
part
of
it's
usually
a
retrospective
look
at
what
was
done
over
the
last
year
and
oftentimes
new
council
members
don't
participate
in
the
first
state
of
the
city,
video
just
because
they
weren't
part
of
the
legislation
that
got
passed
and
so
on
so
I
have
a
suggestion
and
I'd
like
to
hear
feedback
on
it.
The
suggestion
is
that
the
city
manager
and
the
five
returning
council
members
make
this
year's
State
of
the
City
video
and
then
next
year
will
be
open
to
everybody.
B
A
D
A
D
You
so
the
first
item
on
the
agenda
is
a
discussion
about
long
term
financial
needs
and
I'm,
creating
a
strategy
for
how
we
move
forward.
So
I'm
gonna
talk
very
briefly
as
an
introduction
and
then
I'll
be
turning
the
discussion
over
to
Katie
doling
who's,
our
budget
officer,
Cara,
Skinner
who's,
our
deputy
finance
director
and
Cheryl
patellae,
who
is
our
chief
financial
officer
and
they've,
got
a
number
of
staff
members
in
the
audience
too.
D
They
can
answer
your
questions,
so
the
first
slide
is
really
the
one
and
I'm
going
to
be
talking
about
which
is
kind
of
setting
the
context.
In
the
background
for
how
we
got
to
where
we
are
so
last
year,
as
we
were
getting
ready
to
prepare
the
budget
in
April,
we
had
a
study
session
with
council,
which
we
do
every
year
to
do
a
financial
check
in
in
the
beginning
of
the
second
quarter
of
the
year.
D
Other
other
people,
particularly
council
members,
have
noticed
that
as
well,
and
so
both
Mary
young
and
Bob
Yates
have
spoken
to
me
about
it
and
asked
CAC
to
put
this
item
on
the
agenda
tonight.
So
the
city
operates
through
a
number
of
policy
documents.
You'll
see
that
the
main
policy
documents
are
our
sustainability
and
resilience
framework,
which
forms
the
way
that
we
look
at
the
budget
and
looks
at
the
outcomes
that
we
want
to
achieve
here
in
the
city
through
the
dollars
that
we
spend.
D
Of
course,
the
Boulder
Valley
comprehensive
plan
is
overarching,
and
then
we
have
strategic
plans
or
master
plans
from
each
of
the
departments
that
fall
underneath
the
Boulder
Valley
comprehensive
plan.
In
fact,
later
tonight,
you're
going
to
be
hearing
from
the
fire
department.
As
you
know
about
their
master
plan,
so
in
the
past
15
months
the
council's
been
presented
with
a
number
of
master
plans.
D
The
ones
on
the
board
are
the
library
master
plan,
the
open
space,
a
mountain
parks,
master
plan
and
the
transportation
master
plan,
all
of
which
the
council
approved
overwhelmingly
and
with
a
lot
of
energy
and
excitement
about
the
things
that
could
be
done.
Here's
the
thing
when
that
happens,
and
you
read
those
master
plans.
The
future
looks
amazing
and
bright,
and
we
want
to
do
everything.
D
That's
in
those
master
plans
because
they're
so
exciting,
and
we
want
our
community
to
be
as
great
as
they
envisioned
the
thing
is
we
don't
have
the
money
to
do
that,
and
so
we
need
to
start
probably
organizing
what
we
do
and
we
need
to
be
thinking
about
our
master
plans
holistically
and
about
our
budget
and
our
financial
strategy
in
a
holistic
manner.
So
when
we
see
unfunded
needs
and
those
master
plans,
we
feel
bad
about
it
and
we
want
to
devote
dollars
to
it,
and
we
can't
do
that
so.
D
Council
members,
Mary
and
Bob
and
others
express
their
desire
to
take
a
more
holistic
view
of
the
budget.
So
this
is
the
kickoff
for
that
effort
and
I
think
that
our
financial
staff
is
going
to
have
a
lot
of
great
information
for
you
and
then
we'll
be
asking
at
the
end
a
few
questions
of
City
Council
about
how
to
move
forward.
So
let
me
turn
it
over
to
Kate
and
take
it
away.
Thanks.
E
Jane,
so
the
next
few
slides
are
really
going
to
be
background
for
benefit
for
the
new
council
members,
as
well
as
a
reminder
of
the
information
that
we
presented
in
April,
because
it
is
important,
as
Jane
noted,
that
these
master
plans
do
present.
Some
really
awesome
ideas
for
the
future,
but
largely
are
unfunded
and
don't
have
a
revenue
source
to
go
with
it.
E
So
we
know
in
the
existing
master
plans,
both
ones
that
you've
seen
and
some
that
you
don't,
which
are
internal
like
the
technology
that
there's
some
real
needs
out
there
and
council
and
previous
budgets
have
worked
to
address
some
of
the
needs,
but
there's
still
a
lot
that
are
outstanding,
and
these
are
just
a
few
examples
to
remind
council
of
ones
that
we
already
know
about
and
again
tonight,
you're
gonna,
fortunately
hear
from
the
fire
department.
So
it's
nice
timing
about
potential
needs
that
they
identify,
but
we
also
know
we're
doing
a
facilities.
E
Internal
kind
of
strategic
plan
police
is
going
to
be
undergoing
their
master
plan
as
well
as
Parks
and
Rec
over
the
next
year
and
Human
Resources
has
done
a
internal
strategic
plan
and
identified
a
lot
of
needs
within
our
city,
staffing,
and
so
these
are
just
simple
ideas
of
what
could
be
coming.
Your
way
over
the
next
few
budget
cycles
again
without
really
any
identified
funding
source
other
than
reductions
or
new
taxes,
which
again
are
not
as
favorable
to
continue
to
increase
to
fund
these
types
of
items.
E
So
when
we
talk
about
how
we
get
our
funding
source,
two
quick
slides
about
where
the
money
comes
from
and
what
it
goes
to,
you'll
see
that
the
three
largest
revenue
sources
for
the
city
are
sales
and
use
tax,
utility
rates
and
property
tax,
and
these
combined
make
over
71%
of
it.
Utility
rates
only
go
to
the
utility
funds
and
they're,
not
reflective
of
economic
conditions.
So
typically,
we
like
to
show
this
next
chart,
which
is
really
what
you
know.
E
Main
city
operations
are
funded
by
so
the
sales
and
use
tax
gets
allocated
to
various
funds
like
the
general
fund,
open
space,
transportation
all
have
a
portion
of
dedicated
sales
tax
that
they
receive.
Similarly,
property
tax
goes
largely
to
the
general
fund,
but
some
other
dedicated
funds
and
then
those
other
sources,
like
other
revenue,
is
your
license
and
your
permits
or
grant
revenue
other
taxes
could
be
your
franchise
or
accommodation,
taxes,
kind
of
get
split
up
across
the
city
and
across
various
functions.
E
So
with
the
work
that
we
are
looking
at,
we
have
the
following:
proposed
goals:
really
getting
council
input
early
in
the
process,
potentially
forming
a
council
budget
subcommittee.
This
is
used
in
various
communities
that
are
focusing
on
revenues,
initially
applying
a
racial
equity
lens
to
the
budgeting
process
and
service
delivery,
and
we'll
touch
on
that
a
little
bit
more
as
we
go
on
and
then
understanding
our
revenue
mix
and
our
opportunities.
So
that's
slide
that
I
just
showed
you.
E
If
we
were
to
start
over,
would
we
have
40
percent
sales
tax,
or
would
we
look
at
a
different
sort
of
revenue?
Mix
for
the
city
is
another
thing:
we're
going
to
touch
on
a
little
bit
later
in
this
slide
and
then,
as
Jane
mentioned,
really
modifying
how
the
master
plans
are
prepared
and
presented
to
council
and
more
of
a
holistic
one
so
that
you
don't
see
one
master
plan
and
that's
really
what
the
budget
priorities
become
for
the
year
that
you
have
kind
of
both
historic
and
future.
E
Looking
perspectives
into
the
master
planning
needs
and
then
refining
engineering,
our
revenue
and
forecast
funding
model,
so
it
can
identify
funding
gaps
based
upon
either
our
current
revenue
sources
or
various
economic
forecast.
So
what
does
it
look
like
if
we
do
have
a
large
downturn?
What
does
it
look
like
if
we
have
a
mini
sort
of
downturn,
so
we
really
daylight
it
to
council,
say
you
guys
could
be
prepared
to
have
those
discussions
should
they
arise.
E
Like
I
mentioned
some
of
the
work
examples
that
we
would
do
is
applying
a
racial
equity
lens.
So
we've
learned
during
just
a
very
brief
cursory
glance
that
communities
that
do
this,
that
this
process
really
is
at
least
a
year-long
process
to
develop
an
equity
tool
or
equity
lens
through
the
budget
process
pilot
it
learn
lessons
and
then
utilize
it
for
the
next
coming
budget
cycle.
E
So
that's
what
we
propose
here
as
a
work
item
that
during
q1
will
look
at
rely
on
gear
communities
that
already
have
a
racial
equity
lens
tool
for
their
budgeting
process.
Roll
that
proposal
out
to
a
potential
council
sub-community
and
then
maybe
pilot
a
program
or
two
using
those
initial
tools
and
questions
for
the
2021
budget
learn
some
lessons
about
it,
refine
it
and
then
really
incorporate
it.
Racial
equity
lens
into
the
2022
budget
process
so
really
make
sure
we
get
this
right
and
not
try
to
rush
a
tool
that
might
have
unintended
consequences.
E
Another
example
of
work
that
we
could
do
that's
been
brought
up
more
recently
is
a
question
about
the
food
tax,
which
is
otherwise
known
as
the
food
for
home
consumption
tax.
So
again
we
did
this
very
kind
of
the
napkin
estimate,
so
it
could
be.
It
needs
further
refinement,
but
just
based
upon
cursory
glances.
We
believe
that
this
tax
brings
in
about
nine
to
twelve
million
dollars
annually
and
important
to
also
note,
because
it's
a
sales
tax
that
it
gets
broken
into
those
dedicated
funds
as
well.
E
So
this
is
a
break
out
by
fund
of
kind
of
our
rough
estimate
of
what
we
believe
that
this
tax
could
bring
in.
It's
always
been
subject
to
sales
tax
in
Boulder.
Again,
not
all
sales
and
food
stores
is
food
for
home
consumption.
So
that's
where
we
would
want
to
do
a
little
bit
more
digging
to
really
get
a
better
estimate
regarding
the
food
tax
rebate.
Programs.
I
know
that's
coming
to
Council,
it's
began
in
1967.
E
F
Was
just
gonna
add
two
items
in
regards
to
the
food
tax
and
some
of
the
work
that
we
would
need
to
look
at
if
we
went
down
this
Avenue
first
is
we
have
significant
debt
here
at
the
city
that
are
supported
in
some
way
by
sales
tax,
so
approximately
sixty
million
dollars
of
debt
outstanding
has
some
sales
tax
tie
through
the
year
2038
in
two
of
our
geo
bonds,
specifically
Carrie
a
sales
tax
pledge
as
part
of
the
bonds.
So
what
does
that
pledge
mean?
F
So,
at
the
end
of
the
day,
this
could
mean
this
could
be
problematic
to
our
bond
rating
and
to
investors
if
we
went
and
took
revenue
that
we
said
that
we
were
going
to
pledge
and
we
reduce
that
amount
in
general
rating
agencies
are
not
huge
fans
of
voluntary
reductions
in
revenues,
but
it
certainly
would
be
something
that
we
would
need
to
look
into
if
we
went
down
this
road.
That's
kind
of
the
first
item
and
the
second
item
just
to
think
about
is
when
we
look
at
our
sales
tax
picture.
F
Food
is
kind
of
one
of
those,
only
items
that
you
need,
no
matter
what
the
economy
looks
like,
so
we've
always
used
this
tax
to
kind
of
balance,
downturns
and
those
types
of
things,
because
it's
more
of
a
stable
form
of
sales
tax
here
at
the
city.
So
again,
we
would
want
to
do
some
analysis
of
that
and
seed.
Do
our
thoughts
on
that
actually
hold
true.
F
If
we
went
back
and
looked
at
some
of
the
downturns,
okay,
so
next
steps
in
this
process,
we
would
we
would
recommend
that
we
form
a
City
Council
budget
subcommittee
as
soon
as
possible,
and
one
of
the
first
things
we'd
want
to
do
with
the
subcommittee
is
develop.
A
subcommittee
Charter
and
also
take
a
initial
look
and
focus
of
that
committee
on
revenue
would
refine
our
forecasting
models,
which
Katie
did
mention,
was
one
of
our
goals,
as
well
as
develop
a
two-year
work
plan
to
achieve
the
goals
of
that
council
wishes
to
achieve
March
17th.
F
A
big
part
of
this
discussion
is
the
library
funding
and
we
are
going
to
have
a
study
session
that
talks
about
the
strict,
the
financial
and
the
legal
implications
of
the
district.
So
that'll
come
in
March
in
April.
We
always
have
our
financial
update
study
sessions,
so
there
we
would
present
and
discuss
a
two-year
work
plan
with
the
rest
of
the
council
that
the
subcommittee
has
developed
and
then
finally
I
shouldn't
say.
Finally,
because
the
work
is
going
to
continue,
but
in
May
we
would
bring
up
if
there's
anything
related
to
revenue.
F
That
might
come
on
the
ballot.
We
would
want
to
bring
that
up
to
Council
in
May.
It's
part
of
the
ballot
study
session
item,
so
this
is
really
hard
to
see
so
I
apologize
for
that.
But
what
we
tried
to
do
here
is
kind
of
overlap.
Our
normal
budget
process,
with
some
of
the
things
that
we've
brought
up
tonight
so
in
the
green,
are
those
council
meetings
that
relate
to
financial
update
financial
items
along
with
our
internal
budget
process.
Some
of
the
other
work.
F
A
G
F
G
G
D
And
the
thing
Rachel
just
think
about
is
that
next
week
on
second
reading
we're
going
to
be
talking
about
the
food
rebate
program,
and
so
that
will
be
a
really
good
opportunity
for
you
to
ask
the
folks
and
Housing
and
Human
Services
about
it.
And
if
you
wish
to
propose
policy
changes,
then
that
would
be
a
great
time.
Okay,.
H
E
Yeah
I
would
say
that's
an
accurate
count,
so
what
we
did
in
April
was
ask
departments
to
identify,
needs
over
a
million
dollars.
So
that's
the
key
kind
of
important
piece
of
it.
When
you
look
again,
fire
we'll
be
presenting
relocating
fire
stations
alone
is
sixty
million
dollars,
and
so
a
lot
of
it
is
the
large
capital
needs.
That
may
not
be
realistic
in
the
next
five
to
ten
years,
but
it
definitely
is
a
need
within
the
departments
that
isn't
really
overstated.
In
my
opinion
and
the
300.
A
So
I
have
a
question
just
maybe
to
bring
everyone
to
the
same
level.
Here
we
have
the
capital
improvement
plan
and
then
we
have
the
operating
budgets
and
we
kind
of
look
at
those
separately.
So
the
300
million
include
both
operational
and
capital,
it's
Kath,
I
see,
and
so
when
we
go
to
plan
the
five-year
CIP
look
ahead,
would
some
of
those
potentially
be
coming
in
in
the
next
two
or
three
years.
E
A
E
It's
already
starting
to
take
on
a
few,
but
if
you'll
remember,
council
committed
several
large
dollar
items,
including
the
Hogan
pan,
cost
loan
repayment,
the
fiber
backbone
in
2021
or
I'm
sorry
2020s
budget.
The
general
fund
will
be
picking
up
a
large
portion,
almost
3
million
ish
for
the
fire
station
relocation
shortage
from
the
ccs
tax.
We
have
probably
a
million
or
two
then
freed
up,
come
2022,
but
it's
still
not
a
huge
dollar
amount
when
you're
talking
a
five
million
dollar
kind
of
capital
plan
for
all
general
fund.
Okay,
thank
you.
E
I
E
That's
exactly
right
and
that's
kind
of
the
work
that
we
would
do
when
we
talk
about
potential
revenue
sources,
so
the
libraries
one
component
of
it,
but
looking
at
expiring
taxes,
would
be
another
looking
at
new
taxes,
just
kind
of
put
all
of
the
options
on
the
table
for
council
to
vet,
here's
kind
of
what
you
could
do
and
what
could
be
funded
with
it.
What
do
we
want
to
move
forward
with,
but
the
CCS
renewal
is
a
great
example.
J
E
And
let
me
if
I
miss
a
part
of
it,
please
feel
free
to
repeat
it,
so
the
unfunded
needs
and
the
the
list
of
there
I
think
involves
several
different
layers.
Some
of
it
is
just
simply
maintaining
others,
our
vision.
When
you
look
at
the
library.
The
first
thing
that
comes
to
mind
is
in
their
vision.
It
was
gun,
barrel
library
and
that's
a
list
as
on
funded
needs,
so
it
kind
of
runs
the
gamut
of
it.
E
Think
that's
why
it's
important
to
more
fully
integrate
master
plans
into
the
budget
process
so
that
we
kind
of
know
what
levels
were
funding
again
with
open
space
with
a
with
the
extension
of
the
tax,
they
talked
a
lot
about
at
least
getting
to
they're
kind
of
middle
level
as
well
and
accomplishing
some
of
those
needs.
So
that's
in
my
opinion,
where
you
adopt
what
level
for
the
master
plan
it's.
J
Really
helpful,
thank
you
and
then
I
did
notice
in
the
fire
master
plan.
With
that
we're
going
to
be
talking
about
that.
There
was
some
attempt
to
begin
to
convey
that
information,
so
we
can
bring
it
up
during
that
conversation.
Another
question
I
have
is
with
respect
to
you
mentioned.
The
equity
tool
will
take
a
while
to
develop,
and
then
it
would
be
piloted
in
2021
and
I
was
curious
to
know
do
equity
tools,
are
they
backward
looking
at
all
or
they
only
look
forward.
I.
K
So
to
answer
that
question:
can
you
introduce
yourself?
Yes,
I
can
thank
you
Sam
Tony,
Angie,
deputy
city
manager,
so
we
are
researching
exactly
how
cities
do
this
and
how
they
actually
correlate
their
equity
instrument,
which
is
applied
to
services
and
programs
and
then
to
the
budget
so
that
we're
consistent
with
language
within
the
budget
process,
but
then,
as
we're
developing
programs
and
services
to
so.
K
J
J
Should
there
be
a
decision
to
form
a
library,
district
and,
and
one
of
them
is
whether
or
not
to
form
it
by
resolution
or
have
it
be
part
of
the
ballot
right
and
if
it
were
done
as
part
of
the
as
part
of
a
resolution
or
with
a
resolution,
then
there's
a
certain
timeline
that
applies
and
then
so
I'm
wondering
if
the
timeline
that
you
put
up
there
takes
that
into
consideration
and
how
that
might
work,
and
is
there
time
to
do
all
that?
Okay,.
D
So
the
true
answer
is
I.
Don't
know
the
timeline
that
we
put
up.
There
was
assuming
that
the
folks
that
have
gathered
signatures
would
present
them
to
the
county
at
the
end
of
May,
like
they
did
last
year
before
they
withdrew
them,
and
we
wanted
to
give
council
information
early
enough
to
say.
Yes,
we
want
to
support
the
library
district
or
no,
we
don't.
We
would
like
you
to
do
that
in
April
and
then
that
would
give
them
six
weeks
to
decide
how
next
to
proceed.
D
So
part
of
what
we
will
be
presenting
in
March
is
information
from
the
City
Attorney's
Office
about
the
different
options.
I
guess,
even
though
the
true
answers
I,
don't
know,
I
do
believe
that
we've
given
plenty
of
time
for
either
of
those
options
to
take
place.
Another
thing
is
the
formation
of
a
library
district.
D
Is
the
creation
of
a
new
local
government
and
I
believe
that
that
the
creation
of
the
local
government
can
happen,
but
the
funding
of
the
local
government
has
to
go
to
the
voters
through
the
imposition
of
a
mill
levy
and
so
I
think
it's
gonna
go
to
the
ballot.
Anyway.
That's
my
understanding.
Okay,.
K
Can
I
just
add
to
that
I
think
what
would
be
helpful
for
the
library
district
conversation
is
in
March,
as
if
council
does
have
questions
that
they
have
on
their
minds
after
a
last
discussion
lat
last
year
or
things
that
you're
hearing
from
the
community
to
please
send
those
in
to
staff,
and
then
we
can
help
shape
that
conversation.
So
you
get
the
information
at
that
session
you're.
Looking
for.
Thank
you
any.
I
I
Let's
say
it's
open
space
or
parks
or
whatever
in
parallel,
you're,
gonna
kind
of
remind
us
all
of
the
unfunded
needs
from
other
master
plans
that
have
adopted
last
year
or
three
years
ago
or
five
years
ago,
so
that
we
don't
get
fixated
on
that
one
bright,
shiny
object,
you
remind
us
what
else
is
out
there.
Is
that
a
fair
assumption,
yeah.
E
That's
what
I,
anticipated
and
I
also
anticipate
really
looking
at
what
that
visioning
category
entails
to
better
align.
You
know:
do
we
think
that
we
want
to
achieve
vision,
or
is
it
really
something
that
we
want
to
put
out
there,
because
it's
nice
to
have
but
we're
being
realistic
with
the
community
that
likely
we
would
get
there?
We
wouldn't
get
there
and
so
kind
of
looking
at
dules
how
we
describe
what's
in
the
master
plan,
but
also
how
we
kind
of
make
it
more
of
a
comprehensive
discussion
as
well
and.
I
Then,
back
to
Mary's
a
good
point.
I
think
it'd
also
be
helpful
in
the
course
of
that
to
make
it
really
clear
about
what
what
it
is.
We're
funding
is
not
the
right
words.
I
understand
goes
to
the
budget,
but
what
are
we
committing
to
fund
or
what
are
we
supporting
versus?
What
is
well,
that
would
be
really
cool
if,
if
we
ever
had
the
money
someday
right
as
opposed
to
what
commitments
we
were
immediately,
making
yeah.
E
A
C
Hey
well
thanks
for
bringing
this
forward
I
think
it's
a
great
idea.
So
thank
you
for
getting
started
on
pursuing
this
I,
really
like
the
idea
of
the
the
equity,
particularly
the
racial
equity,
evaluation
tool
and
so
I'd
love
for
that
and
our
deep
dive
in
general
to
be
fairly
fine-grained.
You
know
like
we
can.
C
Oh
here's
program,
you
know
X
under
Department
Y
and
actually
we
we
spend
a
percent
in
half
of
sivadier
revenues
on
it.
But
is
it
really
accomplishing
our
deeper
goals?
Not
so
sure?
So
you
know
I
think
when
we
do
the
annual
budget,
we
don't
get
to
that
level,
but
I'd
love
to
have
some
exposure
to
the
the
more
fine-grained
level
as
part
of
this
process,
and
then
I'll
just
mention
on
them.
The
master
plans
I
like
what
you're
saying
about
the
presenting
them
in
context,
I
think
that's
important.
C
I
think
we
have
chased
the
latest
master
plan
a
little
bit
over
the
last
couple
of
years,
but
you
all
have
all
we
also
done
a
good
job
of
always
keeping
the
larger
issues
in
front
of
essence.
I
think
we've
done
some
of
that
too,
for
example,
I
think
we've
had
fires
needs
in
mind
for
a
while,
and
so
when
we
try
to
fund
them
this
year
will
not
just
be
chasing
a
bright
shining
object.
You
know,
and
we
know
what
they've
been
coming,
but
what
you
were
saying
about
the
like
the
vision
plan.
C
I
know
as
I've
read
master
plans
for
many
years
and
out
the
city.
It
seems
like
the
vision
plans
are
not
really
a
doable
thing,
they're,
not
really
realistic,
they're
sort
of
like
if
we
could
do
everything
well,
of
course,
there's
no
department.
That's
ever
going
to
be
able
to
do
everything
so
I
like
the
idea
of
maybe
pairing
the
visions
down
to
something
that
you
could
actually
achieve
or
conceivably
achieve.
At
least
you
know,
half
of
or
something
so
I
support
that
idea
as
we
move
forward
with
this
Thank
You.
A
L
L
And
that's
that's
just
the
only
thing
with
the
master
plan
scope
of
work
in
general
that
I
always
had
a
question
on
is
like
oh
I'd
like
to
know
as
a
community
member,
since
this
is
a
massive
list
and
I
think
we're
getting
better
at
identifying
what
what
is
actually
achievable.
But
when,
or
you
know,
if
it's
continuous
or
not,
that's
the
only
point.
I'm
trying
to
give.
M
J
I
think
that
what
you
laid
out
here
and
plus
what's
been
added
tonight,
I
think,
are
really
good
goals
for
this
project
and
I.
It's
interesting
about
the
master
plans
and
that
we
approved
the
vision
plan,
so
we're
really
approving
a
lot
of
stuff
that
may
be
unachievable.
So
that's
certainly
illuminating.
So.
J
H
A
Anyone
else
so
I
have
a
few
thoughts
and
it
goes
to
the
vision
in
the
master
plans.
It
took
a
good
20
years
to
get
the
North
Boulder
library
done,
but
if
people
hadn't
had
that
as
a
vision
during
the
North
Boulder
sub
community
plan
and
then
adopted
it
as
a
vision
as
part
of
that
sub
community
plan,
it
would
never
have
happened.
So
sometimes
ambitious
goals
take
a
long
time
to
mature
and
to
get
the
community
it
had
to
have
the
will
to
be
able
to
fund
them.
A
So
I
wouldn't
want
to
make
our
master
plans
not
have
some
somewhat
ambitious
goals
in
them.
But
I
think
this
should
be
the
most
important
ones.
So,
if
we're
gonna
put
stuff
in
the
vision
plan
of
a
master
plan,
I
don't
think
it
should
be
a
Christmas
tree.
I
think
it
should
be
the
most
important
difficult
to
achieve
but
worthwhile
goals.
A
So
maybe
that's
a
kind
of
feedback
to
put
into
that
master
planning
process
that
maybe,
as
part
of
the
vision
plan,
there
should
be
some
real
concentration
about
what
would
be
the
best
bang
for
the
buck.
If
we
were
able
to
get
an
extra
of
20%
for
three
years
or
get
our
project
into
the
CIP
plan
for
the
next
five
years,.
J
And
as
you're
saying
that
I'm
thinking
that
maybe
there
ought
to
be
like
a
set
of
criteria
for
each
master
plan
and
for
each
master
plan
and
another
level
for
the
community,
so
a
to
kind
of
two
levels
of
criteria
that
would
identify
which
are
the
projects
that
are
the
ones
that
are
important
and
really
worth
pursuing.
Yeah.
A
And
another
example
of
this
is
the
South
Boulder
Creek
watershed
project
because
that's
been
discussed
and
studied
for
20
years
and
now
is
the
time
when
the
money
has
been
set
aside
in
the
CIP
to
actually
be
able
to
achieve
that.
So
there's
examples
and
I
agree
Mary.
If
you
have
criteria-
and
you
figure
out
what's
the
best
bang
for
the
buck
by
whatever
metric,
whatever
bang
means,
if
it's
open
space
it'll
be
different
than
then
the
fire
master
plan,
but
I
agree,
but
we
shouldn't
lose
sight
of
taking
on
ambitious
goals.
I
You
know
we
oftentimes
talk
about
the
really
big
things
and
the
really
apparent,
and
physical
and
infrastructure,
II
type
things
but
I
think
there's
a
lot
of
operating
expenses
that
sometimes
can
fall
behind
what
our
community
needs
are
and
I
would
hope.
As
you
bring
those
things
for
for
context,
you,
you
would
make
sure
to
bring
those
behind
as
forward
as
well.
That's.
A
Okay,
so
that's
the
first
question:
I
guess:
I
do
have
one
more
comment
about
this.
The
equity
lens
piece
is
very
interesting
and
it's
very
interesting
to
figure
out
how
we
can
apply
it
to
the
budget
side,
because
I
can
understand
how
you
can
apply
it
to
service
delivery.
I
mean
that's,
probably
pretty
quantifiable,
but
how
it's
gonna
get
applied
to
where
dollars
are
allocated
is
a
more
difficult
problem
to
address,
because
a
lot
of
times
the
tension
is
between
different
departments.
Do
we
fund
fire
more?
Do
we
fund
open
space
more,
you
know.
A
How
are
we
going
to
do
that
and
then
you'd
have
to
dive
down
in
those
departments
and
see
you
know?
Are
there
inequities
within
those
departments
that
we'd
like
to
correct
somehow,
and
what
would
it
cost
to
do
that
so
I'm
gonna
be
really
interested
going
forward
and
how
you
do
the
criteria
in
balancing
out
funding
across
from
one
department
to
another
and
how
that
looks
from
neck
WA
T
perspective,
I.
Think
it's
good
work
and
I
think
it's
hard
work
like
a
lot
of
this
is
but
I'll
be
really
interested
to
hear.
C
One
more
thigh
in
just
in
addition
to
where
the
dollars
are
being
allocated,
there's
who
the
dollars
who's
being
paid
to
implement
the
services
right,
so
that
procurement
side,
which
we
talked
a
little
bit
about
earlier
in
the
budget
process,
about
keeping
it
out
on
that
so
I
want
to
make
sure
that's
part
of
the
process
too.
Thank
you.
Okay,.
N
Thank
you,
I
think.
My
question
had
to
do
with
you
know.
Looking
at
the
budget
through
racial
and
social
equity
is
that
what
are
some
of
the
timeline,
because
a
lot
of
the
times
I
talk
about
equity
equity
equity?
But
what
is
the
timeline?
You
talk
about
best
practices
looking
at
different
cities.
Well,
we
be
able
to
see
those
best
best
practice,
cities
and
the
timeline,
and
also
what
are
some
of
the
issues.
Those
are
very
important
again.
I.
Think
that's
the
thing.
N
What
you
know
there
mayor
just
mentioned
is
that
we
talk
about
equity,
but
we
really
don't
see
how
it
ties
in
so
I
think
that
would
be
very
important
and
what
are
some
of
the
stats,
because
I
read
the
fire
master
plan
as
well,
and
it
talks
about
how
there
is
a
lack
of
diversity
and
how
will
we
ensure
that
diversity?
What
are
some
of
the
actions
that
we're
taking.
M
K
Thank
you
for
that
question
Julian
comment,
and
that
is
something
that
we
will
incorporate
as
we're
doing
best
practice
and
part
of
that
best
practice.
Research
is
really
understanding
what
the
timeline
other
cities
did
so
that
to
really
approach
what
Sam
was
saying
and
also
Erin.
We
want
to
make
sure
that
we
do
this
right
and
that
there's
not
unintended
consequences
so
as
we
get
into
the
best
practice,
research
and
learn
more
from
other
cities
we'll
be
able
to
develop
or
further
timeline.
That,
then,
will
report
back
on,
because
we
want
to
be
realistic.
Okay,.
A
Next
question
would
council
like
to
form
a
council
subcommittee
to
work
on
this
and
with
city
staff?
So
let
me
ask
staff
a
clarifying
question
on
this.
Are
you
talking
about
a
council
subcommittee
like
a
process
subcommittee
to
get
through,
you
know
establishing
the
budgeting
process.
Are
you
talking
about
a
standing
subcommittee,
which
is
more
like
the
joint
Budget
Committee
model,
so.
D
What
they've
found,
including
a
recommendation
about
how
the
ongoing
financial
subcommittee
should
be
formed,
and
then
at
that
point,
if
the
idea
is
that
it's
going
to
be
like
the
joint
budget
committee
or
like
the
one
that
they
do
in
Colorado,
Springs
or
whatever,
then
then,
that
would
take
over
at
that
point
and
work
on
the
financial
strategy
in
the
budget.
So
have
an
early.
It's
not
a
process
committee,
because
it's
going
to
be
a
little
bit
more
substantive,
but
an
early
study
committee,
let's
say
leading
to
the
formation
of
a
different
committee.
A
D
Rather,
the
guiding
coalition
that
you
are
now
part
of
Rachel
and
several
others
is
the
group
that
will
be
working
with
city
staff
to
understand
all
the
racial
equity
projects
and
promotions
and
work
that
the
city
is
doing
so
that
already
exists.
This
one
is
going
to
be
focused
exclusively
I
would
say
on
the
financial
ways
that
we
operate
in
the
city.
C
A
I
mean
my
impression
is
from
what
Jane
described
the
racial
equity
lens
is
a
component
of
the
overall
look
at
the
holistic,
deep
dive
into
the
budget,
so
yeah.
That
connection
definitely
needs
to
be
made,
and
the
subcommittee
will
be
looking
at
other
subjects
as
well.
I.
Think
mary
did,
you
want
to
say
something
only.
J
To
volunteer
for
that
to
be
one
of
the
members
of
the
committee
and
then
also
just
to
add
that,
because
to
Junie's
question
earlier
is
because
this
is
one
of
the
driving
principles
of
this
whole
project.
It's
at
the
forefront,
I
understand
what
you're
saying
is.
Sometimes
it's
just
sort
of
added
on
at
the
end,
and
this
is
really
going
to
be
part
of
the
drivers.
A
Thank
you
guys
for
doing
that
and
we'll
just
ratify
this
on
December
17th
and
make
it.
You
know
something
that
we
make
the
appointment
and
then,
when
we're
at
the
point
where
we
want
to
talk
about
what
it
looks
like
if
it
goes
forward
indefinitely,
then
I
think
we
need
to
have
a
much
more
in-depth
conversation.
Maybe.
A
I
Think
they're
gonna
ask
questions
and
all
sorts
of
different
combinations
and
and
I
think
they
can
also
test
property
tax
and
sales
tax.
I
think
they're
gonna
try
to
test
as
much
as
they
can
and
so
I
think
we're
gonna.
Have
we.
This
council
is
going
I'm
sure
those
share
those
poll
results
with
the
community,
including
us,
so
I
suspect
that
in
the
March
or
April
ish
time
frame,
we're
probably
gonna
have
some
visibility
about
how
those
things
polled
and
whether
the
county
wants
to
go
forward.
I
D
You
don't
mind:
I'm
gonna
follow
up
just
a
minute.
We
have
bill
Cowan
and
Chris
Hamlin
from
our
transportation
department.
Here
it
was
requested
at
CAC
that
maybe
someone
could
be
here
to
talk
a
little
bit
about
the
county
issues
and
where
we
are
on
transportation
funding.
So
whichever
one
of
you
wants
to
step
to
the
microphone,
maybe
you
can
update
council.
A
A
O
Chris
Hagelin
senior
transportation,
planner
an
interim
go
older
manager.
Mary,
you
are
correct.
They're
looking
at
the
county
is
looking
at
polling
in
February
and
it
will
be
a
combination
of
transportation
and
affordable
housing
looking
at
sales
tax
property
tax,
and
then
we've
also
had
discussions
about
some
of
other
mechanisms
to
look
at
as
well,
such
as
vehicle
registration
fees.
O
One
of
the
other
tier
1
mechanisms
is
a
local
transportation
fee,
something
that
could
possibly
go
on
a
utility
bill
and
that
could
cover
some
of
our
critical
maintenance
and
operational
and
essential
services.
Unfunded
needs
staff
is
continuing
to
do
research
on
how
a
fee
of
that
kind
could
be
implemented
within
the
city
of
Boulder
and
we'll
be
returning
with
a
I
think
a
study
session
in
February
to
go
over
what
we've
learned
we're
also
looking
at
some
tier
2
mechanisms.
O
These
are
mechanisms
that
also
kind
of
rose
to
the
top
in
the
community
funding
working
group
and
these
included
a
vehicle
registration
fee,
a
curbside
management
fee
for
transportation,
network
companies
like
uber
and
lyft
or
Freight,
and
then
also
looking
at
congestion
pricing,
different
types
of
congestion
pricing.
So
we'll
be
continuing
to
do
work
on
that.
We
also
have
heard
from
the
seedot
that
at
the
statewide
level,
they
were
looking
at
a
number
of
different
mechanisms
as
well.
You
know,
they've
had
the
failure.
O
Some
of
these
and
may
include
a
gas
fee
in
addition
to
the
gas
tax
looking
at
fees
on
transportation,
network
companies
like
uber
and
lyft,
and
then
also
the
road
user
charge
or
the
VMT
tax
or
fee.
So
they
expect
to
be
receiving
direction
from
the
legislature
to
look
at
those
mechanisms
as
well.
I
can
share
some
good
news.
Would
you
like
so
some
good
news
state
highway,
119
funding?
You
know
we're
looking
at
a
very
large
complex,
multimodal
project
with
bus,
rapid
transit
improvements
for
the
diagonal.
O
We
have
good
news
that
we
have
received
thirty
million
dollars
from
the
cidade
highway
fund
and
that
comes
money
from
Senate
bill,
one
in
Senate
bill
267.
We
anticipate
receiving
another
ten
million
dollars
from
the
CDOT
transit
funds.
That
should
be
decided.
Perhaps
as
early
as
next
week.
We
also
have
in
partnership
with
Boulder
County,
looking
at
a
five
million
dollar
grant
to
help
with
design,
and
then
RTD
has
pledged
thirty
million
dollars
to
the
diagonal
and
we're
looking
to
see
if
they
could
move
some
of
that
money
up.
O
C
J
Thanks
for
that,
in
good
news,
Krista,
the
the
polling
that
the
county
is
going
to
be
doing
that
Sam
mentioned.
To
what
extent
might
the
city
be
able
to
collaborate
with
the
county
in
order
to
extract
some
information
that
could
inform
the
city
only
initiatives
that
are
going
on
with
respect
to
revenues,
yeah.
O
Certainly,
there's
the
ability
to
collaborate
when
they
look
at
how
in
the
polling.
You
can
certainly
separate
out
city
of
Boulder
residents.
They
respond
to
the
poll,
so
we'll
be
able
to
get
that,
and
we
can
just
make
sure
that
that
is
a
at
a
statistically
significant
level.
So
that
is
certainly
something
we
can
work
on
the
county
with.
A
G
O
It's
certainly
a
little
bit
of
both.
Certainly
at
the
city
level,
we
could
be
looking
at
congestion
pricing
at
any
part
of
the
trip,
but
also
what
the
community
funding
working
group
would
really
focus
on
it's
on
the
regional
corridors.
Looking
at
that
may
be
the
most
effective
place
to
do
some
congestion
pricing.
If.
A
Mean
this
raises
kind
of
a
meta
issue
when
we
think
about
our
budget
process
because
some
of
our
funding
they
come
from
sources
that
are
outside
and
that
are
dedicated
as
well,
and
so
you
know
with
the
County
work.
Presumably
if
there's
a
county
tax,
it's
gonna
get
distributed,
particularly
for
affordable
housing,
for
affordable
housing
projects,
and
so
there's
a
question
of
equity
across
the
cities
in
the
county,
because
the
county
anticipates
those
affordable.
A
Housing
projects
are
almost
all
going
to
happen
in
cities,
and
so
you
know
there
will
be
issues
raised
around
that
question
as
well.
So
it's
kind
of
interesting
to
look
out
at
things
would
come
in
or
things
that
will
connect
regionally
and
how
those
aren't
completely
in
our
control
one
way
or
the
other
so
just
to
keep
in
mind
as
we
do
our
budget
stuff
we're
not
isolated
from
the
whole
world
in
every
way.
Thank
you,
Chris
all
right.
Thank
you.
E
D
P
You
Jane
again
my
Colorado
fire
chief
good
evening
Council
with
me
today,
I
brought
members
of
our
planning
and
administrative
team
to
my
far
left
is
dr.
Shannon
Sullivan
dollar,
our
medical
director,
my
immediate
left,
our
senior
financial
professional
is
Devin.
Billingsley
am
I
right
here
is
deputy
chief
vulgar
Dora
who
in
charge
of
our
admin
and
support
services
and
to
his
right,
is
deputy
chief
Jeff
long
charge
of
operations?
So
that's
the
team,
real
quick.
What
I
want
to
kind
of
give
you
a
broad
overview?
What
we'll
be
talking
about
tonight?
The
master
plan?
P
Yes,
but
we're
kind
of
gonna
try
to
take
you
through
where
we
are
today
and
how
far
we've
come.
What
was
involved
in
the
process
and
and
then
talk
about
the
big
items
out
of
the
master
plan
and
the
big
focus
areas
and
drill
down
to
really
just
give
you
an
example,
kind
of
what
you
were
just
talking
about
in
the
in
the
budget
process
of
one
particular
outcome
and
how
that
would
be
impacted
by
different
funding
levels
and
then
finally,
what
comes
next?
P
So
that's
kind
of
an
overview
of
what
we'll
be
talking
about
without
further
ado,
just
kind
of
share
with
you,
the
mission
and
vision
which
were
changed
for
this
master
plan.
I
won't
I
mean
you.
You
certainly
can
read
it,
but
I
hope
that
you
get
from
this,
that
the
master
plan
was
deliberate
in
one
focus,
and
that
is
really
on
people,
so
the
people
we
serve
and
the
people
that
do
the
serving
so
it
should
be
focused
on
them
and
the
outcomes
for
them.
P
So
when
you
see
the
outcomes
that
we've
come
up
with
I'm
hoping
you
understand
that
the
idea
was
what's
in
it
for
me,
what
as
a
boulder
resident
or
a
visitor,
what
do
I
get
out
of
this
master
plan?
What
happens
to
me
so
real,
quick?
Here's,
what
it
looks
like
that
we
do
today.
You
know
us
as
Boulder
Fire
Rescue
and
almost
everybody
in
the
community
thinks
fire
and
that's
it
not
exactly
true,
there's
a
whole
host
of
services.
P
It
is
our
firm
belief
that
the
money
you
spend
on
the
prevention
side
of
the
house
is
probably
worth
10
to
20
times
that
in
terms
of
response,
in
other
words,
an
emergency
that
doesn't
happen
is
is
better
than
the
one
that
does
certainly
for
the
family,
but
also
in
terms
of
burden
on
the
local
system.
We
have
seven
fire
stations
and
a
wildland
station
120
for
fire,
FTEs,
97
of
which
are
firefighters
and
most
of
the
services
you
see
on
the
right-hand
column
are
provided
by
those
eight
community
risk
personnel.
P
So
they've
got
a
pretty
big
job.
This
is
a
little
overview
of
what
we're
responsible
for
in
terms
of
protection.
The
only
thing
I'm
gonna
point
to
is
the
upper
right.
I
know
our
name
is
Boulder
Fire,
but
what
we
do
is
EMS,
so
81
percent
of
our
calls
involves
some
patient
of
one
form
or
another,
whether
in
the
traffic
accident
medical
trauma,
whatever
you
name
it,
it's
going
to
be
related
to
that.
P
This
is
a
description
of
where
we
fall
in
the
general
fund,
where
a
general
fund
department,
we
are
13%
of
the
overall
general
fund
budget
on
an
operating
basis.
This
is
a
look
deeper
into
our
own
fund,
our
allocation
of
just
under
twenty
three
million.
You
can
see
that
the
bulk
of
it
in
that
dark,
blue,
depending
on
what
screen
you're
looking
at,
is
all
of
our
response.
Related
activities-
and
you
can
see
some
relate-
is
the
support
of
their
work.
P
Key
part
of
that
twenty
three
million
dollar
funding
is,
it
seems
like
a
lot
of
money,
but
it's
all
tied
up
in
personnel
and
contractual
expenses.
We
don't
have
a
whole
lot
for
non
personnel
expenses,
which
is
where
you
use
to
buy
equipment,
replace
maintain
so
on
so
forth,
and
if
you
can
look
at
the
under
the
boulder
fire
rescue
operating
budget
piece
where
it
says,
personnel
and
non
personnel
the
not
while
the
personnel
is
grown
because
of
contractual
obligations,
the
labor
contract,
the
non
personnel
budget
has
been
fairly
flat
over
the
last
five
years.
P
What
we've
done
as
a
department,
knowing
that
we
were
going
to
complete
this
master
plan
and
move
forward
without
comes,
was
reshuffle
the
department
and
turned
it
into
a
number
of
what
we
would
call
programs
by
function
so
that
when
the
outcomes
were
finally
complete
and
accepted
by
counsel,
programs
would
be
responsible
for
carrying
out
the
different
facets
of
the
master
plan.
Each
of
those
programs
is
tasked
for
this
with
creating
program
measures
that
tie
directly
into
those
outcomes
there.
P
Their
job
is
going
to
be
to
come
up
with
quarterly
or
program
appraisals.
We've
already
started
those,
but
the
idea
really
is
not
only
to
show
progress
in
the
master
plan,
but
in
the
interim
show
the
the
performance
measures
and
how
we're
doing
in
those
different
areas
and
we'll
be
will
be
sharing
those,
of
course,
with
the
public
as
well.
P
The
idea
behind
the
program
really
is
to
tie
some
position
some
program
to
an
outcome,
so
we
have
the
accountability
that
sees
these
things
to
fruition
and
we'll
talk
about
what
those
look
like
here
in
a
moment,
the
process
itself
actually
took
longer
than
we
originally
anticipated,
but
I'll
explain
why.
But
it
really
starts
back
in
2012
with
our
last
master
plan.
So
in
the
five
year
period
and
2017,
we
spent
a
great
deal
of
time
accomplishing
a
lot
of
things.
P
P
So
this
is
what
we
actually
heard
from
the
community.
I
want
to
be
clear,
though
I
mean
we
used
every
avenue
we
could
through
our
engagement
process.
This
is
by
no
means
scientific.
So
let
me
just
say
that
we
got
224
survey
submissions.
We
had
a
lot
more
interactions
in
person.
In
fact,
many
of
the
members
at
this
table
actually
were
physically
at
rec
centers
and
talking
to
folks-
and
it
was,
it
was
actually
a
fun
process.
I
enjoyed
it,
but
you
can
see
that
number
one.
P
The
people
that
we
did
talk
to
listed
emergency
medical
response
is
pretty
critical.
We
found
it
interesting
that
a
lot
of
folks
enlisted
right
after
that
structure,
fire
suppression,
I
think
it's
related
to
our
name.
More
than
anything,
because
our
actual
call
volume
related
to
structure
fires
is
probably
less
than
3
percent.
Of
our
total
calls
any
given
year,
I
mean
finally
wildfire
mitigation,
which
you
would
expect
given
boulders
risk
profile.
So
so
that's,
what's
predominantly
on
everyone's
mind,
I
think
one
important
takeaway
also
from
this
is
the
bottom
piece
of
the
slide.
P
If
you'll
indulge
me
here
for
the
viewing
public,
I'd
like
to
at
least
describe
because
it
sounds
like
all
of
Council-
has
a
pretty
good
handle
of
the
funding
model
process
and
master
plans,
but
essentially
what
we're
asked
to
do
is
sort
of
create
these
I.
Don't
call
them
parallel
lanes,
because
they're
not
mutually
exclusive,
but
for
different
outcomes,
come
up
with
different
options
depending
on
whether
funding
is
available
or
not.
P
So
this
idea
of
fiscally
constrained
would
be
in
an
environment
where
funds
are
limited
and
you're,
given
only
enough
to
keep
basically
existing
services
together.
Today,
that's
you're
fiscally
constrained
model.
The
action
version
is
you're.
Given
some
extra
funding,
you
have
an
opportunity
to
stretch
a
little
bit.
What
can
you
do
with
additional
funding?
And
finally,
the
vision
piece
of
this
is
not
that
it's
unattainable,
but
what
does
it
look
like
if
funding
is
not
the
constraining
parameter
on
you?
So
what
would
that
look
like
and
for
that
outcome?
P
So,
hopefully
that'll
be
clear
as
we
go
through
what
the
planning
team
did.
So
what
we'd
like
to
share
with
you
is,
we
came
up
with
it.
It
matched
actually
pretty
one-to-one
doesn't
usually
happen
this
way,
but
we
created
for
issue
statements
of
concern
to
our
customers
over
the
next
three
to
five
years.
That
was
that
was
the
deal
that,
if
nothing
is
done
about
those
things,
there
would
be
some
real
issues
and
real
impacts
on
the
customer,
and
so
to
solve
that
we
came
up
with
four
areas
of
focus
for
the
strategic
plan.
P
You
see
the
first
one
is
probably
what
everybody
expects.
What
is
our
response?
Look
like,
particularly
around
emergency
medical
services.
The
second
key
goal
area
was
is
around
the
community
itself.
How
do
we
create
a
prepared
community,
a
community
able
to
bounce
back
from
local
and
regional
disaster?
How
do
we
help
do
that?
Key
goal?
Number
three
is
around
our
infrastructure
and
our
equipment.
P
How
do
we
keep
that
state-of-the-art
or
functioning
and
and
able
to
do
the
job
we
needed
to
be
able
to
do
for
us
consistent
with
our
services,
and
then
the
fourth
area
is
about
our
workforce.
So
what
are
we
going
to
do
about
professionalism,
certifications,
training
and
then
the
makeup
of
the
workforce
itself
and
how
we're
supporting
that?
So
those
are
the
key
areas
that
we
wanted
to
focus
on
as
I
go
through.
These
I
just
want
to
be
clear.
P
P
So
a
lot
of
places
will
say
well
if
they
had
a
pulse
when
they
got
to
the
hospital.
That's
a
that's
a
you
know
thumbs
up,
but
they
died
a
day
later.
Ours
is
you.
We
call
a
code,
but
if
you
go
into
cardiac
arrest
and
you
actually
walk
out
of
the
hospital
with
no
deficits
whatsoever,
that's
success.
I
think
if
I
called
9-1-1-
and
that
was
my
issue-
that's
what
I
want,
and
so
that
was
the
attempt
here.
P
So
we
don't
actually
have
the
rate
it
is
today,
but
you
can
see
our
stretch
goal
is
we
want
to
beat
the
national
average
if
we
can,
depending
on
funding
and
so
on
same
thing,
with
our
response
times
and
I'll,
get
into
more
detail
about
advanced
life
support
and
what
that
means.
But
right
now
we're
at
10
minutes
and
46
seconds.
Probably
at
this
moment
is
Greek
but
I'll
explain
why
that
matters,
and
then
the
policy
discussion
that
needs
to
go
around
what
we
have
to
decide.
P
So
that's
an
idea
of
the
the
key
goal
area
for
number
one:
a
second
one
on
a
resilient
or
prepared
community
is
about
homes
in
the
interface
and
being
able
to
help
them
prepare
their
homes
in
case
of
a
wildfire.
We
are
not
going
to
be
able
to
save
every
home
and
promise
that
no
one's
ever
going
to
have
their
home
burned
to
the
ground,
but
we
can
do
a
lot
as
a
community
to
harden
it
against
the
threat
of
wildfire.
That's
a
big
goal
for
us
and
we
can
do
that
in
this
master
plan.
P
That
is
the
plan.
The
second
bullet
there
about
reducing
severity
of
incidents,
a
lot
of
a
lot
of
our
calls
to
911
one
aren't
all
they
don't
all
need
an
ambulance
to
come
in
and
an
advanced
life
support
person
to
come
in
and
take
care
of
them.
It's
something
less
than
that,
and
so
what
were
you
want
to
be
more
deliberate
about?
Is
reducing
the
incidence
on
the
system,
so
we
leave
the
more
advanced
responders
available
that
keeps
the
system
more
resilient
and
able
to
respond
to
lots
of
calls
chief.
I
Can
I
ask
you
a
question
about
that
where
I've
recently
come
up,
where
of
dispatch,
health
and
I'm
sure
you've
that
program?
Are
you
guys
now
referring
some
of
those
calls
as
you
as
they
come
in
to
911
or
in
some,
is
calls
back
to
dispatch
health
for
for
addressing
in-home,
as
opposed
to
sending
the
squad
out
every
time
I
would.
P
I
P
Answer
your
question:
okay,
on
facilities
and
equipment,
real
quick,
this
one
really
we'll
talk
a
little
bit
more
about
strong,
won't
belabor
the
point,
but
our
stations
need
work
and
they
miss
a
lot
of
targets,
city
and
otherwise,
even
even
in
terms
of
a
DEA
compliance
which,
for
community
fire
stations
may
not
seem
like
a
big
deal.
But
access
for
the
public
is
an
issue
for
our
stations,
I'm.
P
Finally,
Workforce
Development,
focusing
on
our
workforce,
we
decided
to
call
out
the
fact
that
is
a
problem
in
firefighting
in
general,
females
make
up
a
very
small
minority,
and
you
know
in
any
particular
community
they're
anywhere
from
49
to
51
percent
or
more
in
our
department.
I
can
tell
you
we
just
looked
at
this
today.
We
have
seven
of
99
firefighters
who
are
female,
so
we
are
tracking
well
underneath
that
goal
of
25
percent
it's
pretty
audacious,
but
we
it's
called
out
in
the
plan
and
we're
gonna
have
to
be
deliberate
about
it.
P
P
We
will
try
to
talk
about
some
of
the
house
when
it
comes
to
the
advanced
life
support
piece
by
the
way
that
bottom
one
there
90%
of
all
patients
reporting
quality
of
care,
good
we're
actually
not
measuring
that
our
aimless
provider
doesn't
measure
it
for
their
service.
But
this
is
something
we
ought
to
be
doing
for
anyone
that
we
interact
with,
and
we
just
aren't
doing
that
right
now.
P
So
our
goal
is
pretty
big,
so
I'll
shift
gears
completely
now
and
take
us
to
focus
specifically
on
emergency
medical
services
and
I
want
to
say
one
thing
about
it
by
Charter:
we're
responsible
for
providing
EMS
for
for
the
city
of
Boulder,
how
we
go
about
doing
that
can
be
whatever
policy
decision
that
the
council
wants
to
make.
But
before
we
get
into
the
details
of
how
its
provided
today
and
what's
in
the
master
plan
for
the
sake,
particularly
the
viewing
public
who
hears
these
phrases,
all
the
time
may
not
know
what
they
mean.
P
There
are
some
big
ones,
you're
going
to
hear
basic
life,
support,
advanced
life,
support
and
you'll,
even
hear
patient
transport.
When
people
see
ambulances,
they
think.
Oh,
that's
got
a
doctor
or
a
nurse
on
board
or
an
EMT
paramedic
on
board,
not
always
ambulance
and
the
level
of
sub
care.
That's
provided
are
two
very
different
things.
All
the
name
you'll
ins
can
do
for
you.
As
the
truck
is
transport
you
to
the
hospital.
P
Basic
care,
no
medications
that
that's
the
fundamental
version,
all
of
our
seven
fire
stations
and
eight
companies
are
at
that
level
at
the
basic
life
support
level.
So
when
they
go
to
the
house
or
the
residence,
the
business,
they
that's.
What
they're
able
to
do
for
the
patient
advanced
life
support?
P
That's
advanced
life
support
in
Boulder,
the
all
the
fire
vehicles
are
at
the
basic
life
support
level,
the
ambulances
that
we
contract
will
be
at
the
advanced
life
support
level.
There
are
only
two
or
three
of
those
any
at
any
one
time
in
the
city,
sometimes
more,
but
usually
not,
and
so
one
or
both
are
going
to
respond
to
stop
the
clock.
P
It
won't
key
up
right
anyway,
but
we
can
share
with
these
separately.
But
what
we
want
to
point
out
is
this
actually
happened.
This
year,
I
think
was
February
or
March
at
the
meadows
racket
club
gentleman
was
playing
tennis
and
he
started
feeling
bad
and
then
he
just
blacked
out,
and
you
can
actually
see
it
on
the
video
and
he
collapses
right
there
on
the
court
within
two
minutes
responders
there
at
the
facility,
not
necessarily
just
the
people
there,
but
bystanders
started,
doing
CPR,
that's
critical,
so
fast
intervention
with
compression
CPR,
so
it
could
be.
P
Anyone
who
knows
compression
CPR
is
big
for
someone's
survival
rate.
I,
don't
know
many
departments,
fire
departments,
EMS
providers
that
can
get
to
a
scene
in
two
minutes
or
less
ninety
percent
of
the
time.
It's
really
hard
to
do
so,
a
community
component
that
focuses
on
that
is
big.
In
this
case
it
happened.
There
was
also
an
automated
external
defibrillator
on
property.
They
grabbed
that
they
attached
to
him
and
within
four
or
five
minutes.
P
If
I
remember
from
the
from
the
video
that
was
applied
and
they
began
following
the
directions
and
they're
real
easy
to
use,
they
tell
you
what
to
do.
He
can't
mess
it
up.
He
was
revived.
We
got
on
the
scene
at
about
ten
minutes
Plus
or
so.
If
nothing
had
happened,
it
would
have
been
ten
minutes
before
an
intervention
happened
there
from
just
our
system.
P
So
what
I'm
trying
to
say
is
I'm
by
the
way
the
happy
outcome
is
they
got
into
the
hospital
and
he's
he's
back
at
the
metals
Club
playing
again
and
no
neuro
deficits
whatsoever.
That's
the
kind
of
success
story
we're
after
as
much
as
possible.
That's
getting
that
cardiac
rate
from
8%
to
12
or
higher.
We
want
to
improve
that
opportunity
for
anyone
who
has
this
kind
of
event
in
town,
but
it's
not
just
about
the
response
piece
is
about
training
community
members.
It's
about
making
defibrillators
more
accessible
around
town.
P
There
are
a
lot
of
things
we
can
do
that.
Don't
cost
a
ton
of
money
that
we
can
work
on,
and
that
was
that's
part
of
our
master
plan
is,
if
we
shift
funding
from
over
here,
what
can
we
do
to
move
that
Neil
without
breaking
the
bank?
So
I
wanted
to
share
that
with
you,
because
it
is
a
community
solution
not
just
about
throwing
money
at
the
problem.
P
I
hope
that
helps,
but
let
me
explain
not
kind
of
where
we
are
today,
as
I
said
right
now
this,
if
we
drill
down
specifically
to
that
cardiac
arrest,
outcome
and
we're
talking
about
ALS
in
general.
So
how
do
we
provide
the
big
questions
we
need
to
ask
ourselves?
Are
how
fast
do
we
want
advanced
life
support
responders
to
get
to
someone's
side?
So
what?
What?
What
are
we?
Looking
for?
In
terms
of
that?
That's
the
question:
that's
the
outcome!
That's
that's
the
intermediate
outcome
piece,
because
the
ultimate
outcome
is
a
positive
patient
outcome.
P
Do
we
think
the
best
way
to
get
that
is
to
get
advanced
responders
there
faster,
but
is
it
worth
putting
a
responder
in
every
corner,
obviously
that
it
can
be
prohibitively
expensive
the
way
we
do
it?
Today
we
have
all
the
basic
life
support
units
that
are
fire
trucks
in
town
distributed
around
town.
P
They
are
designed
to
get
there
in
six
minutes
or
less
that's
what
they're
there
bogie
is
now
we're
probably
around
seven
seven
and
a
half
minutes
a
ninety
percent
of
the
time,
but
that's
what
that's
what
they
try
to
strive
for.
It's
the
six
minute
piece,
the
advanced
life
support
piece,
which
is
the
ambulances
by
contract
right
now
they
get
there
between
9
and
11
minutes.
It's
usually
around
10:00
is
when,
when
the
advanced
life
support
person
is
getting
there,
that's
the
current
system,
as
we
have
today
under
the
fiscally
constrained
environment.
P
So
there
are
different
things
we
can
do
other
than
fiscally
constrained
environment
to
still
move
the
needle
say
on
the
8%
of
cardiac
survival
rate.
But
now,
let's
go
to
the
next
level,
so
say
we
had
some
funding
and
we
actually
cost
out
in
raw
costs.
What
this
would
mean.
So
we
take
our
8
fire
trucks
in
town
and
we
convert
them
to
advanced
life
support
units,
in
other
words
the
people
on
them.
P
We
raise
their
level
2
EMT
paramedic
from
basic
level
that
gives
us
those
8
plus
the
ambulances
and
now
the
time
that
we
use
for
basic
life
support
converts
to
the
advanced
life
support,
so
whoever
gets
there
first
is
always
going
to
be
an
advanced
life
support
person
always
gonna
have
that,
so
that
bogie
becomes
closer
to
6
minutes,
probably
getting
there
more
often
around
7
is.
If
we
used
exactly.
We
had
to
do
today
if
we
add
solute
to
light
response
vehicles.
Now,
here's
the
key
light
response
vehicle
could
be
an
ambulance.
P
P
We
would
not
be
doing
patient
transport
under
this
environment,
and
you
can
see
from
the
from
the
bullet
that
that's
the
annual
operating
cost.
It
does
not
take
into
account
some
infrastructure
costs
that
we're
going
to
talk
about
in
a
minute.
That's
what
it
would
look
like
in
rock.
It
does
not
factor
in
whether
we
step
down
the
subsidy
for
a
mr
to
do
their
piece
of
it.
P
It
does
not
factor
in
any
recovery
of
patient
care
revenues
I,
because
when
you
start
getting
into
advanced
life
support,
you
start
talking
about
billing
in
behalf
of
the
patients,
whether
it's
the
aimless
provider
or
we
do,
it
makes
more
sense
when
we
get
to
the
vision
statement.
So
at
this
point
under
action
we
wouldn't
be
doing
patient
transport.
We
would
be
providing
the
bulk
of
the
advanced
life
support
and
then
looking
at
some
way
of
reducing
that
overall
cost
by
capturing
some
of
the
cost
of
readiness.
P
This
scenario
yes,
we're
assuming
that
they
would
still
have
two
or
three
buses
around:
they
would
still
maintain
the
ALS
level
of
certification
and,
and
so
they
would
augment
our
to
light
response
vehicles,
and
now
we
would
have
1213
units
running
around
the
city.
Thank
you
so
in
the
vision
version
of
the
ALS
outcome.
P
If,
if
the
funding
were
available
to
do
this,
the
idea
would
be
to
add
three
more
light
response
vehicles.
In
this
case
they
would
probably
be
ambulances
because
I
don't
know
how
else
we
would
transport
patients.
We
would
look
at
the
transport
service.
The
raw
costs
that
you
see
here
do
not
include
eliminating
the
subsidy
to
the
current
ambulance
provider.
That
would
obviously
be
backed
down
off
of
this,
and
it
does
not
include
any
revenue
that
we
would
generate
as
a
result
of
patient
care
billing.
P
So
we
wanted
you
to
see
that
just
here
is
the
cost
of
shifting
to
this.
Obviously,
we
would
look
for
ways
to
offset
that
cost
through
patient
care
revenue.
The
way
the
ammos
provider
does.
So
that's
what
those
three
different
levels
look
like
as
an
example
out
of
the
master
plan
for
that
type
of
outcome,
slash
service.
M
H
P
C
P
Would
and-
and
we
it's
a
great
question-
and
we
decided
you
know
what-
let's,
let's
just
put
the
raw
costs
out:
they're,
not
backing
any
revenue
or
anything
else
out,
so
that
we
know
what
the
total
cost
would
be.
This
this
isn't
obviously
accurate.
From
that
perspective,
we
we
would
need
to
back
out
that
eight
hundred
thousand
and
then
we'd
also
need
to
back
out
whatever
patient
revenue,
which
I
believe
the
consultant
that
their
reports
included
in
the
in
the
backup
materials
actually
suggested.
P
C
C
C
D
Can't
stop
myself
from
saying
this.
We
have
to
be
really
careful
about
counting
our
chickens
before
they're
hatched
when
it
comes
to
collecting
in
another
city,
I
learned
that
collections
are
pretty
low.
Maybe
we'd
have
a
better
chance
in
Boulder,
but
we
just
shouldn't
rely
on
collecting,
like
even
60%,
which.
P
Is
why
so?
That's
not
in
that's,
definitely
not
in
those
numbers,
but
that's
why
we
went
here
because
we
don't
want
to
count
our
chickens,
but
but
we
do
know
there
is
some
recoverable
cost
I
just
I,
don't
know
what
that
is,
and
I
can
only
tell
you
what
the
with
the
consultants
suggests
that
it
could
be
so.
I
D
The
answer
is
yes,
but
that's
partly,
why
we're
doing
the
fine
long
range
financial
strategy?
Because
if
you
were
to
adopt
this
master
plan,
which
is
going
to
be
coming
to
you
in
February?
What
we're
gonna
be
wanting
to
hear
at
that
time
which
direction
you
want
to
go
in?
And
let's
say
that
you
pick
the
middle
direction.
We
need
to
figure
out
a
way
over
the
next
couple
of
years
to
fund
the
capital
improvements
that
we
need
before
we
were
even
able
to
add
the
advance
life
support
training
to
put
on
those
vehicles.
I
P
So
that's
that
part
of
our
discussion
I
want
to
again
shift
gears
real,
quick,
because
no
matter
what
we
decide
in
terms
of
what
ALS
or
cardiac
outcome
should
look
like
in
Boulder,
our
infrastructure
needs
are
absolutely
critical.
We've
highlighted
the
two
most
critical
station
two
in
station.
Four
and
I
can
show
you
on
the
map.
P
P
It
looks
like
it
can
house
two
units,
but
if
you
look
carefully
at
that
slide,
we
did
a
little
trick
of
the
eye
there.
We
parked
them
both
in
front,
but
you
can't
actually
back
them
both
into
that
station.
One
has
to
be
pulled
out
before
you
get
the
other
one
out
the
supports
only
one
unit.
That's
a
cross
staff,
a
wildland
truck
that
truck
goes
up
Flagstaff,
that's
the
one
we
need
for
an
interface,
so
they
would
have
to
pull
the
big
truck
out
pull
out.
The
wildland
truck
then
drive
the
one
in
South.
P
Boulder
doesn't
even
have
that
capability
because
it's
converted
home
so
no
matter
what
we
decide.
These
need
some
sort
of
funding
commitment,
they've,
been
in
the
see
the
capital
improvements
plan
for
a
very
long
time.
They
are
important
because
if
we
chose
even
if
we
didn't
choose
to
go
to
an
ALS
model,
they're
not
working
for
our
services
that
we
provide
today
anyhow
and
they
don't
serve
a
diverse
workforce
today
they
don't
even
have
they're
all
sharing
the
same
bathroom
in
the
station.
For
so
you
got
males
and
females
having
to
share
a
shower.
P
That's
a
that's!
A
problem
for
these
were
built.
When
was
an
all-male
workforce
and
all
they
did
was
structure
firefighting
15
60
years
ago
now
we
do
a
whole
bunch
of
other
things
that
we
can't
really
technically
support
from
these
stations,
so
they
have
to
be
remodeled
renovated
and
the
problem
is:
is
their
footprint
doesn't
allow
it?
So
we
have
to
look
either
expanding
the
current
footprint
or
elsewhere
from
those
two
units,
those
two
stations,
no
matter
what
we
do.
These
are
absolutely
critical,
they're.
P
Also
a
key
feature:
if
we
did
do
the
vision
plan,
because
you
notice
all
those
extra
units
we
were
talking
about.
Obviously
we
can't
put
them
in
in
these
existing
facilities,
and
so
our
timeline
on
the
master
plan
is
even
if
we
said
today:
let's
go
full
boat
vision,
ALS.
Well,
that's
still
a
seven
to
ten
year
process
as
we
convert,
we
train
people
up
and
as
we
look
to
improve
our
infrastructure.
P
So
regardless
of
what
we
do
with
ALS
infrastructure
does
need
to
be
addressed,
and
these
two
are
the
most
critical,
especially
as
we
talk
about
growth
on
Cu,
south
and
and
elsewhere
in
the
city.
So
that's
one
key
piece
that
call
is
called
out
in
the
master
plan
we
wanted
to
share.
Finally,
I
went
over
a
little
longer
than
I
wanted
to,
but
I
I
just
wanted
to
share
with
you
the
next
steps
in
in
this
process.
P
The
sites
they're
on
right
now
don't
work.
The
baseline
and
Broadway,
for
example,
is
I.
Think
0.3
of
an
acre
is
actually
usable
for
a
building.
The
only
place
to
go
is
up
which
is
illegal
from
grade.
We
couldn't
get
enough
height
on
that
station,
so
we'd
have
to
look
elsewhere.
There
are
properties,
obviously
around
these
stations.
We
could
look
at
maybe
purchasing
to
add
to
it.
I,
don't
I,
don't
know
if
those
would
be
available
or
not,
but
the
existing
footprints
just
don't.
H
P
C
So
the
question
about
your
technology
situation:
I
read
with
interest:
the
technology
needs
his
husband
because
that's
my
day
job
so
I
just
had
to
ask
so
I
thought
it
was.
It
was
very
thorough,
very
well
done
how
far
along.
Are
you
all
through
that
process
in
that
it's
recommended?
And
if
that
was
in
the
packet
I
apologize
for
missing
no.
R
Ordered
a
Deputy
Fire
Chief
for
support
services,
so
so
IT
is
kind
of
a
little
bit
of
my
day,
job
too.
So
so
we
engaged
with
a
consulting
firm,
very
intentionally
that
was
also
public
safety
oriented,
and
when
that
work
was
completed,
it
was
obvious
that
we
were
behind
in
staffing
and
we
were
behind
in
infrastructure
and
with
great
cooperation
with
the
CMO.
R
We
were
able
to
actually
already
start
picking
off
one
of
the
most
critical
components
of
that,
and
that
is
our
record
management
system,
our
logistics
software,
as
well
as
some
of
our
other
ancillary
support
systems
and
we're
currently
working
with
a
one-time
funding
and
an
ongoing
funding
stream.
That
was
part
of
an
ATV
that
you
all
approved
for
us
and
we
are
doing
very
well
at
getting
that
done.
A
G
Thanks
for
that
presentation-
and
the
document
was
great
too-
this
question
might
be
more
for
Jane.
Is
there
any
aspect
of
this
that
we
can
run
through
any
aspect
of
the
racial
equity
instrument
before
deciding
I
know
we're
sort
of
in
a
transition?
But
if
we
choose
to
do
that
is,
is
there
any
synergy
possible
there?
So.
D
K
So
what
we
have
planned
for
the
guiding
coalition,
when
the
guiding
coalition
convenes
in
January
is
actually
to
review
the
racial
equity
instrument
provide
input
so
that
we
can
start
looking
at
that.
What
if
the
council
desires,
we
can
work
with
fire
and
see
what
aspects
we
could
maybe
pilot
or
test
and
get
feedback
and
report
back
to
Council.
When
the
master
plan
is
presented
to
Council,
we
need
to
do
a
little
more
research
into
what
we
can
do.
Okay,.
G
J
The
action
plan,
which
includes
the
the
station's
two
and
four
witnesses
at
eight
point:
zero,
eight,
seven
sales
and
use
tax
or
a
point.
Seven,
four,
nine
Mills
property
tax
and
my
question
is
in
the
action
plan.
Are
there
still
things
that
could
be
kind
of
moved
around
to
move
that
up
or
down
a
little
bit
the
the
action
plan
to
move
the
the
sales
and
use
and
the
the
mill
levy
estimate
up
or
down?
Oh
okay,.
P
P
What's
included
in.
Here,
though,
is
a
certain
size
of
station
as
well.
I
think
the
the
only
areas
we
could
probably
move
in
terms
of
that
would
be
the
size
of
the
stations
and,
what's
included
in
them,
III,
don't
know
if
that
answers
your
question,
but
in
terms
of
where
they're
at
right
now
they
both
need
replacing,
and
we
tried
to
come
up
with
the
most
conservative
numbers
we
could
come
up
with.
P
That
would
require
probably
relocating
finding
a
big
enough
piece
and
then
building
what
we
think
we'd
need
for
both
the
wildland,
the
EMS
component
and
even
possibly
growth
of
serve
of
demand.
So
that's,
what's
in
here,
that's
what's
baked
into
it.
We
probably
I
think
safely
overestimated,
but
I
think
it's
prudent
for
us.
J
P
P
P
J
G
One
more
following
up
on
yours:
that
the
difference
between
the
action
and
the
vision
and
the
three
to
four
million
dollars,
understanding
Jane's
point
that
we
don't
necessarily
recover
everything.
That's
billed
for
emergency
services.
Is
there
a
way
for
us
to
get
a
guesstimate
so
that
we
understand
next
time
it
comes
back.
P
P
A
That
would
be
very
important
to
me
and
I
think
Aaron's
point
is
spot-on
and
what
Rachel
was
alluding
to,
which
is
there,
may
not
be
as
much
difference
as
is
presented
on
page
41,
which
is
the
chart
which
says
how
much
you
would
have
to
raise
taxes
in
order
to
implement
the
vision.
The
question
about
that
chart,
which
is
there's
a
percentage
at
the
end,
2.3
percent
increase
vision,
equals
3
point.
6
percent
increase
it's
at
an
increase
over
current
budget
increase
over.
S
A
A
Thank
you,
I
have
another
question.
This
is
also
about
ALS,
which
is
I
would
like
to
know
what
our
neighboring
fire
departments
have.
Neighboring
communities
have
as
far
as
the
type
of
fire
service,
so
by
neighboring
I
mean
Front
Range
peer
cities
order
a
hundred
thousand
or
more
people.
What
is
the
standard
that
Arvada
and
Broomfield
and
Westminster,
or
to
today.
P
A
P
A
Many
people
in
this
community
would
believe,
if
you
ask
them
that
they
are
getting
paramedic
firefighters,
because
most
people
don't
make
the
distinction
between
an
EMT
Basic,
which
can
do
very
basic
kind
of
interventions.
Airway
management
CPR,
if
they're
advanced,
they
can
push
saline
and
a
few
other
interventions,
but
they
can't
do
most
of
the
things
that
a
paramedic
can
do.
They
can't
apply
12-lead,
cardiac
monitoring
and
it's
just
more
complicated
but
higher
sophistication
than
a
defibrillator.
A
They
can
push
many
many
more
drugs
like
a
empty
basic
can
do
I.
Think
my
day
anyway,
you
can
do
epi
pens
epinephrine
for
people
in
anaphylactic
shock,
and
you
can
do
narcan
for
people
who
have
opioid
overdoses,
so
I
guess.
The
reason
that
question
is
of
interest
to
me
is
I.
Think
our
community
has
an
expectation
that
we
have
excellent
medical
service
from
the
first
touch
by
whoever's
arriving
on
scene.
Q
I'll,
do
I'll,
do
it
off
of
me,
but
we
can
give
you
a
list,
meaning
we
can
provide
you
with
a
list
of
all
the
communities,
essentially
extending
from
Boulder
South
to
Denver.
You
know
up
to
Fort,
Collins
and
and
from
there.
I
can
say
quickly,
though,
that
every
department
that
touches
us,
meaning
every
department
that
we
come
in
contact
with,
has
a
higher
level
of
care
than
Boulder
City
does
meaning
to
the
south.
It's
rocky
mountain.
They
are
als
transport
to
our
East.
It's
Louisville
they're,
als
transport
to
our
North.
Q
It's
bull,
the
rural
they
just
approved
having
ALS
transport,
so
they
were
ALS
and
now
they're
going
to
be
ALS
transport,
and
you
can
actually
do
the
next
ring
out
from
there
and
those
are
also
ALS
transports,
North,
Metro,
South,
Metro.
So
definitely
from
a
perception.
This
speaks
to
what
we
did
when
we
went
out
in
the
community.
That's
what
I
found
when
I
was
asking
them
hey
what
service
you
you
think
we're
getting
from
us
and
they
would
say
we're
getting
the
best
we're
getting
the
best
service
around
and
I.
Q
You
know,
I
would
say:
okay!
Well,
let
me
let
me
think
about
how
we're
providing
this
service
to
those
people
that
are
that
are
believing
that
that's
what
they're
getting
and
then
just
answer
your
question.
We
have
a
very
specific.
We
know
very
well
what
reimbursement
is
for
calls.
You
know
and
I
wish
it
was
as
good
as
what
you
number
you
throughout
60%
in
all
of
medicines.
It's
not
60
percent.
You
know,
unfortunately,
in
the
ER,
you
know
we
get
less
than
45
percent
for
ambulance
it's
about
30
percent.
Q
So
when
you're
sending
that
bill
out,
you're
gonna
get
about
a
30
percent,
you
know
response
or
payout
from
that
and
when
we
performed
our
first
model,
we
I
think
we
calculated
it
at
around
a
30
percent
level.
I
think
it
comes
out
to
be
about
four
hundred
and
thirty
five
dollars
per
call.
What
the
Fitch
and
associates
come
to.
They
came
two
out
of
four
hundred
and
seventy
seven
revenue
per
call.
Q
So
so
the
reason
I'm
throwing
those
numbers
out
there,
not
because
you
need
to
remember
that,
but
it
this
is
like
numbers
that
people
crunch
across
the
country
for
this
type
of
thing.
So
it's
not
us
going
out
on
a
limb
to
say
what
what
numbers
are
we
going
to
get?
We
can
have
these
consultants
come
in
and
we
can
do
the
numbers
ourselves
and
say:
hey.
We
do
thirteen
thousand
calls
eighty
percent
of
those
calls
our
EMS.
Q
I
Chief,
you
asked
Sam
if,
if
you,
if
you'd
like
to
see
the
outcomes
and
I
actually
I
guess,
I
would
I
addition
to
knowing
you
know
by
map
who
has
ALS
transfer
I'd
like
to
see
if
to
the
extent
that
they
publish
outcomes,
sure
that
would
be
great
to
know
I
mean
if
we're
gonna
spend
millions
of
dollars
more.
What
are
we
getting
right?
If
you
know,
as
Shannon
said,
everyone
seems
to
think
they're
getting
great
service
and
the
question
is:
are
they
getting
great
service
and
are
they
getting
better
service
than
other
communities?
Q
Think
when
we
look
at
this
is
exactly
what
you're
talking
about
what
we're
trying
to
focus
in
medicine
nowadays-
and
this
is
across
the
board-
is
we're
looking
at
outcomes
right,
because
we're
gonna
spend
a
lot
of
money
and
we
want
someone
to
be
functional
and
go
home.
So
when
we
came
up
with
that
parameter
or
someone
has
a
cardiac
arrest
and
they
go
home
to
their
family.
Q
What
we're
looking
at
as
a
system
is
moment
of
impact
through
all
the
processes
to
going
home
to
their
family
right
that
that's
the
goal
is
that
they
get
home
to
their
family,
because
if
we
give
each
other
a
high-five
that
they
made
it
to
the
ER
that
doesn't
matter
to
me
right
and
so
thinking
about
these
things
from
the
outcome
is
definitely
what
we're
looking
at.
But
it's
it's
a
new
way
of
looking
at
this,
and
so
a
lot
of
these.
Q
You
know
agencies
and
things
are
just
in
the
infancy
of
saying
what
did
we
have
before
and
what's
our
outcome
difference
that
we
spent?
You
know
what
was
the
value
for
the
dollar
that
we
spend
and
when
we
look
at
this,
when
we
say
we're
spending
money
across
the
board,
there
are
measures
out
there
that
you
look
at
value
or
life
year
obtained
from
the
service
that
you
did
so
I
spent
X
dollars
how
many
more
years
of
life
that
I
get
from
that
in
our
community
and
those
are
actually
calculations
that
you
can
do.
L
P
A
matter
of
fact
to
build
out
that
we
we
put
together
actually
started
with
a
core
set,
so
look
for
of
seven
get
trained
up
and
then
over
time
you
build
out
till
you
get
to
eight
and
then
add
the
units,
and
so
it
is
act.
It
isn't
a
overnight
put
everything
in
service.
It's
definitely
a
gradual
plan
that,
at
the
very
least,
takes
a
three
to
five
year:
training
up,
hiring
the
right
personnel
to
do
it
in
terms
of
the
overhead,
as
well
as
the
actual
responders
okay.
A
A
I
would
just
say:
I
want
to
say
thanks
for
developing
the
metrics
I
mean
I
think
they
looked
very
good.
They
were
really
outcome,
focused
and
I
thought.
The
way
you
broke
down.
The
areas
of
focus
was
also
very
positive,
and
so
it's
very
clear
just
somebody
reading
this.
What
the
department
will
do
at
the
different
action
levels
and
what
the
goal
is
so
I
thought
that
was
a
really
clear
presentation.
Thank
you.
A
C
There
should
I
go
first
well,
first
of
all,
20
when
I
said
that
a
lot
of
master
planes
have
vision,
levels
that
are
completely
unnatural.
I
actually
was
not
speaking
about
the
one
that
we
had
in
front
of
us
tonight.
I
was
thinking
about
reading
them
for
many
years,
but
not
this
one
I
thought
you
presented
the
options
very
clearly
and,
and
they
do
seem
attainable
and
personally
I
would
love
to
see
a
continued
pursuit
of
ability
to
realize
the
vision
plan.
C
I,
think
Sam's
point
about
our
community
expects
a
high
level
of
care
and
emergency
responses.
I
think
accurate
and
I
think
there
are
fewer
critical
functions
of
government
than
to
help
somebody
who's
in
medical
crisis
as
quickly
as
the
highest
level
of
care
possible.
So
you
know
the
numbers
that
people
are
asking
for
in
terms
of
what
would
it
really
cost?
C
You
know
really
breaking
it
down
carefully
would
be
very
relevant,
but
it
makes
sense
to
me
that
this
is
an
opportunity
not
overnight,
but
to
move
forward
over
a
few
years
with
upgrading
some
of
our
infrastructure
and
and
then
providing
Carlos's
service.
So
obvious,
we'll
we'll
make
final
decisions
as
part
of
budgetary
processes
and
things
like
that,
but
I
think
you're
on
the
right
track
and
I
want
to
continue
exploring
very
fully.
C
I
H
P
But
it's
it's
not
insignificant.
So
so
the
we'd
have
to
decide.
You
know
as
a
community
piece
in
a
multi-use
community
space.
So
we
have
talked
about
the
station
that's
going
up
now
and
about
the
possibility
of
community
other
community
needs
that
could
be
on
the
same
spot
and
we'd
want
to
keep
the
options
open,
but
if
it
becomes
cost
prohibitive,
that's
the
kind
of
thing
I
think
you're
hitting
on
that.
Okay,
maybe
we
don't
need
that
particular
thing.
I'm
gonna.
R
R
C
Can
I
piggyback
on
that
thanks
for
raising
that,
because
I
had
thought
about
that
as
well,
so
if
there's
a
great
multi-use
function
than
fantastic,
but
I
did
if
it
were
more
of
a
standalone,
I
did
notice
like
this.
The
South
Boulder
one
is
very
close
to
the
George
Reynolds
library,
for
example,
which
has
community
space
in
it.
So
you
know
just
keep
that
in
mind.
A
Else
I'll
weigh
in
on
this,
then
so
I
think
most
folks
know
I
spent
15
years
on
the
servo
fire
department,
and
one
of
the
things
that
I
will
bring
his
perspective
is
the
fire
service
is
about
continuous
improvement,
both
of
facilities
apparatus
and
people's
training.
There
were
few
EMTs
when
I
started.
There
were
about
a
third
was
EMTs
when
I
left
and
we
had
no
Edie's
defibrillators.
A
We
had
no
rescue
truck,
we
had
very,
very
outdated
tankers
that
carried
the
water
and
the
rural
departments
to
the
fires,
and
so
this
process
that
you're
looking
at
here
of
adding
on
the
advanced
life
support,
is
the
kind
of
thing
that
fire
departments
do
is
they
evolve
and
they
adapt
their
mission?
You
know
when
Fire
Department
started,
they
were
to
put
out
house
fires
and
in
towns
where
the
construction
was
very
flammable,
and
now
the
construction
is
way
less
flammable.
A
Those
safety
systems
are
much
better,
and
so
the
mission
has
evolved
into
mostly
a
medically
focused
mission,
and
so
this
I
feel
like
is
a
great
evolution
of
adapting
to
both
technology.
The
way
people
live
and
the
needs
of
the
community
I
am
quite
surprised
that
the
vision
without
even
any
payment
from
from
patients
is
a
three
point.
Six
percent
budget
increase
that
to
me
feels
like
something
we
want
to
make
sure.
A
The
correction,
so
even
there,
it
still
seems
like
that.
It
will
probably
be
less
than
three
point
six
percent
and
if
you
polled
people
and
asked
do
you
want
this
critical
function
to
include
paramedics
responding
when
the
fire
engine
rolls
up
I
think
you
would
find
that
that
trade-off
would
be
well
within
the
range
of
the
percentage
increase.
A
So
I
would
like
to
find
out
what
our
peer
cities
do
and,
as
Bob
said,
to
the
extent
we
can
find
out
outcomes
that
would
be
helpful
in
making
that
decision
and
then
including
an
estimate
with
and
without
patient
recovering
patient
cost
recoveries,
so
that
we
can
see.
We
know
that
it
won't
be
exactly
what
you
tell
us,
but
it
be
somewhere
nearby
and
we
can
evaluate
because
to
me
it
makes
the
Vision
Plan
potentially
as
attractive
as
the
action
plan
from
a
cost
standpoint,
and
then
the
service
standpoint
would
be
better
and
I
guess.
A
The
other
thing
to
say
is
just
like
with
the
North
Boulder
Library.
This
won't
get
us
there
overnight.
So,
as
far
as
having
these
be,
what's
in
the
master
plan
and
getting
there
over
the
next
10
years
or
whatever
it
takes
to
get
there,
and
it's
really
appropriate
to
be
in
the
master
plan
as
the
vision
and
then
I
think
we
will
discuss
what
we
want
to
do
with
it
and
2020
ones,
budget
process,
right,
2020s,
budget
process,
20:41
budget
or
e1
budget
process.
A
J
A
And
I
don't
disagree
with
that.
I
mean
I
feel
like
it
needs
to
go
through
the
deep
dive
into
the
budget
and
the
timing
that
it's
set
up
to
do
we'll
do
that,
but
I
also
do
think
you
can
phrase
the
question
a
bunch
of
different
ways,
but
the
point
is
what's
important
to
you.
As
far
as
do
you
want
your
firefighters
to
be
paramedics,
and
if
so,
is
it
worth
either
the
increase
or
the
cut
to
get
that
so
anyway?
Thank
you
any,
but
anyone
else
will
to
comment.
Adam
I,
just.
L
Wanted
to
say
thank
you
for
the
layout
and
I
think
the
programs
model
for
goal.
Completion
is
really
really
helpful
and
you
know
trackable,
which
is
amazing
and
just
back
to
the
your
point,
I'm
going
to
throw
it
right
back
at
you.
Having
some
dates
is
great
and
upfront
just
clearly
visible.
You
know
that
was
probably
the
thing
that
disappointed
me.
L
D
Great,
so
we
have
a
really
good
presentation
tonight
from
our
climate
initiatives
staff
really
focusing
on
an
update
on
municipal
ization
effort,
where
we
are
what
we
can
look
forward
to.
So
let
me
turn
it
over
to
the
director
of
climate
initiatives,
Steve
cat
nack,
and
you
can
introduce
your
colleagues
who
will
be
presenting
thanks
leave.
Thank
you
up.
T
So,
as
jane
noted,
I'm
steve
cat
nack,
the
director
of
the
Department
of
climate
initiatives
and
with
me
tonight,
I
have
Matt
Lehrman
who
works
on
our
financial
analysis
as
well
as
Yogi
Shawn.
That
also
does
financial
analysis
and
works
with
the
financial
forecast
tool
in
the
Muni.
So
today
this
evening,
we
wanted
to
provide
you
a
update
on
our
local
power
project
and
fundamentally
kind
of
level
set,
and
what
do
I
need
to
do
to
get
it
up
on
those
screens.
T
Oh
there
we
go
sorry
about
that
so
tonight
what
we
wanted
to
cover
was
really
kind
of
just
level-set,
provide
a
brief
background
of
the
project
itself.
Talk
about
a
proposed
new
schedule
for
moving
forward
towards
a
community
vote
and
also
taking
the
next
steps
in
premiere
preparing
the
community
to
have
conversation
along
with
that.
We've,
of
course,
welcome
councils
discussion.
So
the
questions
we
have
this
evening
for
council
are
one,
does
counsel,
have
any
questions
or
direction
about
the
timing
of
the
go
no-go
vote.
T
Specifically,
the
recommendation
to
postpone
the
vote
to
2021
number
two
does
counsel,
have
any
questions
or
direction
about
the
variables
that
inform
the
financial
feasibility
of
operating
an
electric
utility
number
three.
Would
council
like
to
have
a
conversation
to
address
whether
recent
changes
and
excels
business
practices
and
colorado?
State
law
impact
the
value-add
of
municipal
ization,
and,
if
so,
would
council
like
to
have
this
discussion
concurrent
to
future
budget
or
valid
discussions,
and
what
information
would
council,
like
staff
could
provide
to
facilitate
that
future
conversation?
T
So
I
would
ask
that
you
keep
all
those
in
mind
as
we
move
through
this
information
and
we'll
address
them
at
the
end.
So
just
to
give
kind
of
a
general
overview
of
what
the
climate
department
is
focused
on
is
you
know
we
have
our
primary
goals
that
we
support
with
the
city
and
in
support
of
those
goals.
T
One
of
the
things
in
all
of
our
design
principles,
as
we
move
forward
with
our
climate
action
planning,
is
really
ensuring
that
we're
applying
that
lens
of
resiliency
and
equity
to
all
of
the
activities
that
we're
moving
for
in
our
master
planning
activity.
We
also
are
ensuring
that
we
develop
partnerships
and
policy
coalition's
and
support
to
the
changes
that
we
are
planning
on
facilitating
in
the
future
as
we
move
forward,
we're
really
focused
in
five
areas,
primarily
energy
with,
and
that's
where
the
local
power
project
Falls,
but
along
with
the
local
power
project.
T
So
part
of
the
conversation
that
we
need
to
have
is,
as
we
look
at
that
Delta
or
what
Xcel
Energy
is
doing
is
what
is
the
value
of
the
clean
energy
and
what
is
the
Delta,
but
also
there
are
other
values
that
are
supported
by
municipal
ization
that
we
need
to
take
into
consideration
as
well.
One
of
those
is
that
local
control
aspect.
So,
as
we
talk
about
local
control,
what
that
really
means
is
the
city.
T
As
we
look
at
the
additional
values
that
it
brings,
that
local
control
and
those
revenues
also
provide
an
opportunity
for
the
community
to
set
the
rules
so
right
now,
a
good
example
of
that
ability
to
set
the
rules
is
Tom
and
I
happen
to
be
writing
together
the
other
day
and
drove
past
a
storage
facility.
You
know
we
have
all
these
different
buildings
that
are
all
lined
up
there
and
a
thousand
square
feet,
plus
thousands
of
square
feet
of
rooftop
space.
T
Well,
that
particular
facility
is
limited
on
the
amount
of
solar
that
they
can
put
on
because
of
a
state
rule
from
the
PUC
municipalities.
Don't
fall
under
that
jurisdiction,
so
we
actually
get
to
establish
our
rules.
That
rule
happens
to
limit
the
production
from
a
solar
facility
to
a
hundred
and
twenty
percent
of
that
facility.
Zan
Yule
energy
production.
T
Well,
as
we
drove
past
all
of
that
thousands
of
square
feet
of
rooftop
space,
there's
a
car
wash
right
next
door
that
has
very
little
rooftop
space,
but
it
certainly
has
an
electrical
load
that
would
benefit
from
solar
production
because
of
its
operating
hours.
So
it's
that
type
of
local
control
and
those
type
of
values
that
are
really
facilitated
by
a
community
in
reflecting
the
community
values
that
a
local
municipal,
electric
electric
utility
would
bring.
T
Also,
certainly
one
of
our
core
values
is
reliability
and
we
find
that
a
lot
of
our
community
when
we
have
public
presentations.
One
of
their
basic
questions
is:
how
is
the
city
going
to
operate
an
electric
utility
and
how
reliable
are
we
going
to
be,
and
certainly
with,
we
have
a
Charter
requirement
that
says
we
have
to
reach
a
certain
level
of
reliability,
but
it
fundamentally
comes
down
to
every
other
Wow.
What
every
other
electric
utility
does,
what
our
neighbors
to
the
north
do,
and
that
is
you
have
linemen.
T
You
have
crews,
you
have
equipment,
you
have
building
systems,
you
have
all
of
those
items
that
will
help
you
function
as
an
electric
utility
but
locally.
You
also
get
to
set
policies
and
you
get
to
set
the
rules
around
how
things
are
done.
So
if
we
look
far
to
our
north
and
for
Collins
one
of
the
things
we'll
see
is
they
have
one
of
the
best
reliability
numbers
set
of
reliability
numbers
in
the
country.
T
A
lot
of
that
has
to
do
with
the
fact
that
it's
an
underground
system,
but
a
lot
of
it,
also
has
to
do
with
the
fact
of
how
they
go
about
approaching
outages,
because
there's
a
core
value
there.
That
outages
have
to
be
addressed
and
short
as
possible,
so
normal
operating
procedure
for
a
large
utility
is
to
send
out
one
guy
to
go,
find
the
problem
once
he
finds
the
problem.
T
T
Numbers
that's
the
core
value
of
the
community
that
has
been
set,
so
that's
just
an
example
of
some
of
the
benefits
that
we
certainly
will
see
beside
the
ability
to
move
to
cleaner
energy
supply
and
in
the
middle
here
we
simply
have
what
our
goals
were
or
currently
are
of
80%
by
2050
for
emissions
reduction.
I
will
note
that
our
most
recent
report
indicates
that
we've
achieved
18%
emissions
reduction
across
the
city
so
far
and
we
have
a
renewables
goal
of
a
hundred
percent
by
2030,
along
with
local
renewables
that
we
want
to
achieve.
I
Before
you
move
on
to
the
next
slides,
looks
like
you
were
getting
ready
to
move
on,
I
wanted
to
come
back
to
120
percent
rule,
so
I
understand
that
if,
if
we
had
a
Municipal
Utility
here,
we
would
not
be
subject
to
the
hundred
twenty
percent
local
generation
eye-roll.
Another
way
to
tackle
that,
however,
would
be
to
change
the
state
law,
though
absolutely
our
legislative
agenda
to
have
that
law
changed.
I
Yes,
I
believe
it
is,
absolutely
is
okay,
so
that
would
be
another
way
to
tackle
that
and
just
kind
of,
like
maybe
a
corollary,
question
I,
don't
want
to
get
into
peek
and
so
and
so
forth.
I
just
want
to
just
apples
to
apples
with
these
goals
on
local
renewable
generation.
Can
you
give
me
an
idea
like
how
much
what
percentage
of
our
needed
renewable
generation
these
numbers
would?
How
much
renewable
generation
would
we
need
to
be
100%
self-sufficient,
I
know
that
week,
that's
not
necessarily
a
goal,
but
I
was
kind
of
curious.
I
T
But
that
that's
the
demand
right
then
there's
the
energy
and,
as
you
know,
the
Sun
doesn't
shine
all
24/7.
It
only
shines
period,
so
there's
only
a
certain
production
period
and
that
it's
the
energy
that
is
produced
and
the
hundred
percent
I've
done.
The
calculation
is
right
around
ten
percent
of
our
total
energy
need
a
hundred.
T
So
certainly
one
of
the
questions
and
why
we
ask,
is
you
know
the
value
of
moving
to
that
hundred
percent
renewable
energy?
So,
as
we
look
at
the
city's
emissions,
electricity
makes
up
about
50
percent
of
the
emissions,
which
means
the
remainder
of
those
emissions
come
primarily
from
transportation
and
from
natural
gas
heating,
our
buildings
and
industrial
processes.
T
So
we
can
only
really
achieve
a
significant
reduction
of
the
city's
and
emissions
if
first,
we
are
able
to
clean
up
our
electricity
supply
and
then
really
transition
our
transportation
to
more
of
an
electrified
transportation
system,
along
with
transitioning
our
heating
and
industrial
processes
to
electrification
as
well,
and
as
we
look
forward.
You
know
that
is
certainly
part
of
the
focus
that
we've
been
working
on
in
the
climate
initiatives.
Department
as
we
look
at
the
particulars
related
to
what
the
electric
utility
development
group
has
been
doing
related
to
moving
towards
the
go/no-go
vote.
T
You
know
the
purpose
of
that
vote.
First
off
is
really
to
ask
the
citizens
of
Boulder
whether
we
should
create
an
electric
utility
and
then
secondary
we'll
be
asking
them
to
approve
bonds
in
order
to
allow
us
to
finance
the
separation
of
the
sisty,
an
electric
system
from
one
contiguous
system
to
two
separate
systems,
one
to
serve
the
electric
customers
within
the
city
limits
the
other
to
serve
the
electric
customers
that
will
remain
with
Xcel
outside
the
city
limits.
T
So
our
current
cost
estimates
are
the
cost
of
acquiring
the
system.
That's
the
poles,
the
wire,
the
bolts,
the
Transformers,
all
of
those
parts
and
pieces,
the
property
rights
that
are
support,
easements
below
that
electric
system
and
currently
in
our
financial
modelling.
We
utilize
a
number
of
150
million.
T
As
you
all
just
read
in
the
paper,
we
made
an
offer
to
Excel
for
94
million
to
purchase
that
system
and
are
currently
starting
the
process
of
good-faith
negotiations
and
then,
if
those
are
unsuccessful,
moving
forward
with
condemnation,
we
also
have
a
very
rough
estimate
of
what
it's
going
to
cost
to
separate
those
systems.
We
currently
have
engineers
that
we've
hired
in
order
to
determine
those
costs
much
more
exactly.
Our
current
estimate
is
a
hundred
and
ten
million
to
do
that.
Construction.
I
will
note.
T
T
We
did
a
request
for
indicative
pricing
in
2018
and
God
estimates
for
our
power
supply
from
83
million
to
126
million
dollars
a
year
and
I
will
know
typically
that
purchase
power
is
about
70
percent
or
so
of
an
annual
of
the
annual
budget
of
an
electric
utility
or
a
municipal
electric
utility.
So
that
is
a
significant
annual
operating
number.
As
we
move
forward
and
again
prior
to
going
to
a
vote,
we
would
pursue
a
more
exact
number.
There.
I
have.
A
A
T
H
T
H
T
U
U
If
you
change
the
interest
rates,
if
you
change
the
acquisition
cost,
so
what
we
did
was
create
a
tool
with
the
major
drivers
that
change
the
feasibility
on
the
on
on
our
website,
so
people
can
download
it
and
they
can
plug
in
those
numbers
themselves
and
see
where
it,
you
know,
essentially
would
break
with
those
drivers
because
their
assumptions
are
just
so
interrelated.
It's
hard
to
say
you
know
if
we
lock
everything
in
at
our
medium
case,
we
can
put
a
number
in
and
see
it,
but
those
numbers
are
locked
in
place.
U
We've
always
done
in
the
past
and
will
continue
to
do
is
present
some
scenarios
like
a
high,
medium
and
low
scenario.
As
we
get
some
of
these
other
numbers
locked
in,
they
won't
be
as
variable
so,
for
instance,
that
big
150
million
dollar
acquisition
cost
will
be
locked
in
once.
We
know
the
value
of
the
system.
The
separation
construction
will
be
locked
in
so
some
of
those
things
will
be
locked
in,
so
the
variability
will
lessen,
but
we'll
still
have
probably
like
a
high
medium
and
low
scenario.
U
A
I
could
jump
in
mark
just
kind
of
in
response.
If
you
look
on
page
392
of
your
pack,
you
will
see
a
link
to
the
live
financial
forecast
tool,
which
is
the
multi
tab,
spreadsheet
model
that
has
all
of
those
variables
and
it's
if
you're,
a
wonk
like
me,
it's
fascinating
to
play
with
those
variables,
because
you
can
change
any
of
the
assumptions
and
you
can
look
at
what
the
net
present
value
cost
is
what
the
rates
will
be
and
so
on
so
I.
Would
anyone
who's
curious
about
this
further
just
know?
A
The
stranded
cost
obligations
in
here
are
currently
set
to
zero
because
there's
a
whole
bunch
of
scenarios
around
that
too,
so
you
can
put
in
a
number
there.
So
that's
just
a
tool
for
anyone
to
use
who's
curious
about
the
break
points
and
the
break
points
are
different
for
different
scenarios.
Just.
I
Just
for
grins,
let's
say
that
we
held
constant
all
the
variables
you
have
up
there,
except
for
acquisition
costs.
We
a
separation,
cost
coming
110
and
start
cost
come
in
28
and
power
supply
comes
in
I,
don't
know
midpoint
there
and
Stratton
cost.
In
fact,
our
zero
we're
gonna
talk
about
those
in
a
second
is:
is
the
acquisition
cost
break
number
in
excess
of
the
214
million
dollar
cap.
U
I
With
it
find
out
what
I'm
just
kind
of
curious
about
that,
because
because
if
it
is
and
then
the
question
may
become
moot
right,
if,
if
your
break
points,
three
hundred
million
dollars
for
acquisition
costs,
all
these
other
numbers
remain
the
same.
We
can't
go
above
the
two
fourteen
CPI
adjusted
any
way
without
voter
approval,
so
it
kind
of
as
a
matter
if
your
breakpoints
like
way
up
there,
because
we
can't
get
way
up
there
anyway.
For
other
reasons
that
are
related
to
the
finance,
which
was.
J
T
I'm
gonna
have
to
think
about
that
a
little
bit,
because
the
community
choice
model
is
really
organized
purchase
so
to
speak,
of
a
group
purchase
on
a
city,
scale,
I
would
say
having
not
really
sat
down
and
worked
through
it.
I
would
say
if
we
were
able
to
organize
that
group
purchase
with
community
choice
on
a
city
scale,
then,
yes,
those
are
probably
reflective
of
what
the
ratepayers
would
be
paying
in
total.
T
J
T
A
Want
to
apologize
that
refer
people
to
the
financial
forecast
to
a
link
in
the
memo
which
is
broken.
So
if
you
go
onto
the
website
and
search
financial
forecast
tool,
it
will
take
you
there.
One
link
which
isn't
broken,
though,
is
on
page
398
and
Mary.
This
is
kind
of
tangential.
To
your
point,
the
link
that
says
power
providers
takes
you
to
the
quarterly
update
presentation
that
I
referred
to,
and
that
has
a
walkthrough
of
the
scenarios
Yael
described
and
what
the
cost
would
be,
either
the
cost
the
benefit
or
the
the
loss.
T
That
then
departs,
and
there
is
a
requirement
to
basically
make
that
up,
but
there's
a
requirement
on
the
utility
which
in
this
case,
would
be
Xcel
Energy
to
mitigate
those
stranded
costs
both
through
the
resale
of
that
power
that
has
been
released
on
the
market,
but
one
way
to
mitigate
or
to
avoid
stranded
costs
would
be
for
us
to
continue
to
purchase
power
from
Xcel
Energy.
So
that's
that
upper
cost.
T
So,
but
as
we
look
at
that,
our
original
planning
had
always
been
to
do
what
was
called
a
gradual
departure
from
Xcel,
and
that
was
as
they
identified
new
generation
need.
We
would
actually,
rather
than
them,
building
a
power
plant.
We
would
step
away
from
excel
in
these
increments
in
order
to
mitigate
that
stranded,
cost
part
of
what
our
plan
was
with
and
continues
to
be.
T
With
our
indicative
pricing
and
with
the
prices
we
have
seen
with
renewables,
is
they
have
been
so
low
that
we
wanted
to
get
prices
to
move
quicker
to
a
hundred
percent
renewable
and
take
the
risk
and
see
what
that
stranded
cost
may
be
because
it
still
may
be
to
our
cost
advantage
to
go
ahead
and
pay
some
stranded
cost
for
a
much
higher
level
of
renewables
and
for
being
able
to
get
there
quicker.
Just.
I
A
timing
question
for
you,
Steve,
so
I
get
that
thanks
for
recapping,
that
if
our
goal
is
to
present
all
these
numbers,
plus
whatever
be
back
into
for
stranded
cost,
that
is
where
we
are
on
that
sliding
scale
between
buying
all
it
from
Excel
and
having
their
renewable
mix
by
nineveh
from
Excel
and
having
a
different
renewable
mix,
but
then
having
to
write
them.
A
big
check,
we're
gonna
kind
of
need
to
know
where
we
are
on
that
spectrum.
I
When
we
go
to
go,
no
go
though
right,
but
but
that's
three
years
before
the
at
least
three
years
before
day,
one
where
we're
up
and
running
and
so
I
just
kind
of
understand
how
easily,
because
we
may
we,
let's
say
this:
gonna
kono
go
that's
in
2021,
so
we
say:
okay,
here's
we
are
on
the
spectrum.
We're
gonna
write
them
a
little
bit
of
a
check,
but
we
want
to
have
smart
renewables
and
I,
say:
okay,
fine!
T
On
the
renewable,
because
the
develop
renewable,
the
development
time
period
in
there
really
falls
within
that
three
year,
separation
plan,
time
frame
from
the
time
you
bid
contract
and
they
construct.
So
that
is
not
terribly
misaligned.
Okay,
actually,
you
know
that
plays
to
our
favor
because
of
the
fact
that
what
we
want
to
ensure
is
that
we
are
standing
up
new
renewable
resources
to
serve
our
load
under.
I
The
timetable
that
you're
we're
gonna
talk
about
here
in
a
second
on
the
go
no-go
vote.
Your
goal
would
then,
to
figure
out
where
we
are
gonna,
be
on
that
strand.
It
cost
a
continuum
and
how
much,
if
anything
run
would
pay.
Your
goal
is
to
have
that
number
of
my
summer
or
fall
of
2021.
Is
that
right,
yeah,
okay,.
C
Okay
thanks,
but
to
follow
up
on
that
there.
What
you're
saying
is
that
the
time
frame
of
standing
up
the
renewables
is
similar
to
the
time
frame
for
building
the
separation
room
right.
So
we
would
want
the
numbers
that
we're
presenting
to
be
to
the
voters
to
be
good
ones.
So
are
you
imagining
like
semi
binding
contractor
estimates
before
we
get
the
vote,
then
so
that
we
really
have
good
numbers.
T
T
And
to
answer
one
of
Sam's
questions
and
also
a
portion
of
the
stranded
cost
as
well.
There
was
question
on
the
two
hundred
and
fourteen
million
dollars.
That's
provided
as
a
cap
in
the
Charter
and
that
cap
actually
is
tied
to
the
Consumer
Price
Index,
so
we
went
through
and
calculated
what
that
cap
currently
is,
and
it's
a
two
hundred
and
fifty
nine
million
and
I
did
want
to
make
sure
that
what
the
cap
is
is
clear
is
the
cap
itself
is
for
purchasing
or
otherwise
acquiring
the
existing
assets
of
the
electric
system.
T
So
that's
really
the
acquisition
cost
the
condemnation
cost
that
we
would
be
paying,
along
with
pain,
stranded
costs
in
one
complete
payment.
So
if
we
were
to
decide
that
we
were
going
to
pay
just
pay
stranded
costs
Pole
to
itself.
That
would
also
fall
into
this
cap,
but
there
is
also
the
option
in
the
Charter
language
to
place
a
stranded
costs
in
two
rates.
Fundamentally,
it
falls
into
portion
of
your
transmission
rates
over
time.
I
I
And
after
separation
yeah,
so
the
kind
of
'national
work
can
be
acts
I'm,
just
trying
to
be
I'm
just
trying
to
go
out
procedurally,
so
we
kind
of
nation
number
next
year
we
go
to
the
voters
and
say
we
think
this
meets
the
Charter
objective.
But
if
it's
a
close
call
we're
not
gonna
know
what
CPI
is
gonna.
Take
us
out
to
2020
for
2025
right,
we're
not
gonna,
know
we're
nothing
to
wear.
The
cap
is
well.
A
B
I
That,
but
the
big
swing
we
all
know
is
going
concern
right.
In
other
words,
leave
the
polls
probably
are
not
going
to
be
not
going
to
be
dramatically
different
than
what
our
prese
list,
but
if
a
judge
determines
that,
there's
a
going
concern
portion
of
the
kind
of
nation
award
which
we're
gonna
have
to
also
pay
and
bond
against
that
could
potentially
push
up
against
that
number.
Not.
I
You
could
you
bottom
that
out
for
us
and
maybe
just
write
us
confidential
memo
on
whether
you
think
could
go
and
concern
award
would
be
subject
to
the
cap.
Thank
you.
T
Great
so
certainly
that
brings
us
to
moving
go/no-go
vote
originally
scheduled
for
2020
and
now
we're
really
looking
at
that
proposed
2021
and
as
we
look
at
the
particular
areas
where
we're
focusing
you
know.
Of
course
we
have
the
legal
component
of
moving
forward
with
acquiring
the
assets
and
we
are
anticipating
that
that
will
not
be
completed
until
at
least
the
fourth
quarter
of
2020
and
Blee
into
the
all
the
way
to
the
second
quarter
of
2021.
T
T
Our
intent
is
to
have
that
completed
by
the
first
quarter
of
next
year
at
a
95%
level,
for
those
plans
will
have
a
95
percent
engineering
estimate,
and
if
we
move
that
to,
if
we
move
to
a
2021
vote,
we
wouldn't
go
out
to
bid
until
probably
the
first
quarter
of
2021
to
ensure
the
construction
values.
Fresh
Excel
has
a
distribution
engineer
that
is
working
and
they
are
committed
to
having
that
work
done
by
the
second
quarter.
So
we
of
2020,
so
they're
gonna
be
a
little
bit
early.
T
But
with
the
cost-sharing
agreement
we
negotiated
with
them,
they
have
hard
dates
they
have
to
deliver
by.
So
we
will
more
likely
have
to
ensure
that
we're
applying
the
proper
contingencies
and
the
value
we
get
to
excel
to
make
sure
that
those
are
covered,
and
then
the
substation
engineering
is
basically
the
same
thing
except
because
of
the
PUC
decision
we've
been
delayed,
so
it
won't
be
city's.
Work
on
substation
engineering
won't
be
done
until
fourth
quarter
of
2020
and
excelled.
T
On
the
engineering
side-eye,
because
this
is
basically
a
contract,
our
cost-sharing
agreement
that
we
negotiated
with
Excel
and
was
part
of
the
package
we
took
to
the
PUC,
which
was
one
of
their
requirements,
I'm
feeling
pretty
confident
about
the
engineering
work
and
the
engineers
are
working
very
well
together,
but
certainly
as
we
look
at
the
legal
work.
Well
all
that
Tom
addressed
that
there
there
are
risks
out
there.
Certainly.
V
Are
risks
but
we
are
out
of
the
PUC,
which
was
the
one
unknown
where,
when
we
filed
a
condemnation,
we'll
be
in
condemnation,
court
and
there's
only
so
so
many
ways
you
can
string
out
that
so
I.
There
is
a
risk
that
it
will
not
be
done
in
time
to
inform
the
voters
of
2021
there's
no
way
to
tell
for
certain
but
I
think
there's
a
good
chance.
I
I
We
managed
to
go
to
a
vote,
but
let's
say
that
that
we're
happy
and
Excel
is
unhappy,
but
they
then
file
an
appeal
and,
as
you
know,
Tom
feels
too
sometimes
can
take
a
really
long
time.
Do
we
still
go
to
the
voters
and
say
please
vote
on
this,
but
we
can't
tell
you
100%
confidence
that
that's
gonna
actually
be
the
final
number,
because
it
could
always
get
overturned
on
appeal.
That
will
be
your
call.
V
Okay,
hopefully
we'll
know
what
the
appeal
is
by
then
and
we'll
be
able
to
provide
either
provide
the
information
to
the
voters
or
decide
not
to
that
it'll.
Be
your
call.
I
can't
predict
what
anybody's
going
to
do
in
the
future,
but
we
will
have
evaluation
a
number
and
we
will
have
if
there's
an
appeal,
we'll
know
what
it
is.
You.
B
They're
very
different
than
other
types
of
cases.
It's
not
an
all-or-nothing
issue.
Condemnation
is
different
in
that
there's
in
limine
motions
that
you
do
before
you
ever
get
to
the
valuation
trial
and
that's
deciding
legal
issues
before
you
get
there.
So,
for
instance,
the
fight
about
good
going
concern
will
be
one
that
will
be
decided
by
the
court
in
before
the
valuation
trial
and
then,
depending
on
the
result
and
depending
on
whether
there's
an
interlocutory
appeal
or
not,
we
can
decide
to
how
to
go
forward
and
whether
to
go
forward
regardless.
I
Yeah
after
you
mention
interlocutory
Appeals,
let's
just
kind
of
translate
that
for
the
non
lawyers.
That
would
mean
that
let's
say
that
one
party
or
the
other
got
that
ruling
that
early
and
they
in
the
case
ruling
about
going
concern
which
I
think
you're
absolutely
right.
That's
when
it
would
happen
that
there
may
be
an
appeal
that
kind
of
stops
the
lawsuit
the
the
trial
wouldn't
go
forward
and
that
might
go
up
to
the
Court
of
Appeals
first
and
we
decided
with
finality
before
we
actually
had
the
trial
on
the
numbers.
B
One
possibility,
as
a
practical
matter,
I
think
what
we
do
is
evaluate
the
the
legal
issues
and
we
may
decide
in
order
to
have
the
condemnation
trial.
Go
ahead,
that
we
want
to
present
the
issues
about
going
concern
and
have
a
line
item
of
going
concern.
So
when
it
does
go
up
on
appeal
that
we
would
know
the
number
that
we
were
arguing
about.
But.
I
I
A
N
V
Choice,
the
the
Charter
says
that
there'll
be
another
vote
before
we
go
forward
and
the
vote
is
supposed
to
be
fully
informed.
Our
instructions
have
been
to
complete
condemnation,
so
we
know
what
that
acquisition
number
is.
Council
could
decide
that
we
don't
need
to
and
that
we
could
go
in
2020.
That
would
be
your
decision.
That
has
not
been
the
decision
of
council.
Our
instructions
so
far
has
been
complete.
The
condemnation,
that's
what
we've
been
working
toward.
T
So
we
do
typically
take
every
opportunity
to
go
out
and
speak
to
any
anybody
that
asks,
but
we
also
do
our
quarterly
updates
and
take
advantage
of
other
events
in
order
to
ensure
that
we're
informing
the
public
of
where
we're
currently
at
and
what
we're
currently
working
on.
I
think
that
most
of
you
have
heard
that
those
presentations
and
the
asked
now
the
challenge.
Certainly
though,
we
want
to
make
sure
we
bring
forward
if
moving
the
vote
to
2021
does
create
an
unfunded
need.
T
T
We've
been
brainstorming
on
what
potential
solutions
may
be
available
to
us,
and
we
would
like
to
come
back
to
Council
in
April
of
2020
in
order
to
have
a
discussion
and
with
the
why
April
and
what
that
timeframe
brings
us
is
the
areas
we
certainly
have,
or
the
tools
in
our
tool
belt
are
to
look
at
certainly
general
fund,
which
is
not
a
good
option,
as
you've
just
heard
from
the
past
two
presentations.
There
are
real
needs
there,
not
that
we're
not
a
real
need,
but
also
you
know.
T
I
So
Steve
I
looked
at
the
their
third
quarter
expenditure
and
tax
collection
report
that
you
all
put
out
last
week
and
I
think
Katie.
Why
did
me
offline
some
clarification
on
that?
But
if
I
understand
correctly
sounds
like
we
feel
like
we're
gonna
exit
the
year
ahead
about
Katie
correct
me
if
I'm
wrong
about
6.1
million
dollars
in
spend
for
this
year
for
calendar
year
2019
is
that
directionally,
correct.
E
I
E
I
Yeah,
that's
perfect!
Thank
you!
So
if
you
look
at
2019
and
we're
walking
foot
through
this
because
it
took
me
a
little
while
to
understand
it,
so
if
I
can
get
anybody
can
so
in
2019,
you
see
if
you
go
down
by
column,
you'll
see
the
tax
collected
is
five
by
five
point:
1
million
dollars
we've
spent
this
year
through
today
about
4
million
and
we
anticipate
spending
another
two
point:
it's
called
six
million,
so
our
total
expenditure
for
I
paid
last
sorry,
I,
misspoke,
six
point:
six
million
dollars
for
the
year
right.
I
Four
point:
one
plus
two
point:
six:
okay
about
six
million
six
point:
six
million,
but
we've
over
collected
the
tax.
If
you'd
go
back
to
the
left
in
2008
and
we've
over
collected
the
tax,
we
selected
six,
the
taxes
front-end
loaded,
we
collected
six
million
dollars
in
tax
last
year,
but
we
only
spent
2.8
million.
So
you
can
see
that
those
kind
of
brown
numbers
on
the
bottom
we
had
a
3.2
million
dollar
carryover
and
and
even
though
the
amount
we're
gonna
spend
this
year
is
a
bit
more
than
the
tax
we
collected
this
year.
I
We
can
dip
into
that
carryover
and
we
still
have
yet
a
carryover
about
1.6
million
going
into
2020
who
folks
were
following
along.
The
problem
happens
next
year
we
haven't
got
to
staffing,
yet
we
carry
that
1.6
million
dollars
over
to
2020.
We,
the
tax,
drops
down
to
ten
million
dollars,
because
that's
just
the
way
the
tax
was
structured,
so
we
only
have
about
3.6
million
dollars
to
play
with
in
2020
and
I'm.
Guessing
you're
gonna
tell
us
that
we're
gonna
spend
more
than
3.6
million
dollars
in
2020.
E
I
I
see
7
million
dollar
number
up
there,
I
drove
that's
the
number,
but
the.
E
7
million
is
really
just
to
balance
out
the
remainder
of
it.
Given
kind
of
conversations
of
whether
we
want
to
move
into
2021,
I
guess,
based
upon
direction
from
Council,
you
could
Steve
could
work
with
a
staff
and
better
align.
What
2020
and
2021
expenses
are,
but
bottom
line.
2021
is
still
only
bringing
in
2
million
dollars,
and
so
the
tax
was
intended
to
reimburse
general
fund
reserves
after
the
five
year
period.
Again
with
the
anticipation
that
this
was
a
three
year,
expenditure
project
and.
I
That
doesn't
include
there
was
some
general
funding.
I'll
use
the
word,
borrowing
that
happened
previously
about
2.1
million
dollars
way,
/
way
to
the
left
of
that
back
in
like
two
thousand
thirteen
or
fourteen
or
fifteen,
and
about
seven
or
thousand
and
that's
been
repaid.
But
there's
still
I
owe
you
for
about
1.4
million
dollars
from
the
general
voters.
That
way
and.
A
I
We
only
spend
seven
point,
eight
million
dollars
in
the
next
three
years
and
I
guess
you
know,
regardless
of
whether
we
spend
seven
point,
eight
million
now
and
2020,
and
have
the
cash
flow
problem
we're
spending
out
over
three
years.
The
question
is:
are
we
gonna
spend
more
than
seven
point
from
this
point
forward?
Are
we
gonna
spend
more
than
seven
point?
Eight
million?
Does
anybody
know
the
answer
then,
as.
T
We
look
at
our
line-item
budget.
Certainly
the
shortfall
we
have
is
staffing
in
the
2021
2022
time
period,
along
with
those
extended
legal
costs
which,
as
these
elements
go
on
it's
hard
to
predict
exactly
what
those
costs
will
be
if
there
is
an
appeal
or,
if
there's
different
actions
that
take
place.
So
that's
what
we're
we're
working
to
refine
those
right
now
too,
as
we
come
back
in
April
to
really
have
a
much
better
idea
of
what
that
is,
the.
I
T
There
we
go
so.
The
next
thing
we
wanted
to
talk
about
is
the
conversations
we've
been
having.
We
can
really
refer
to
those
as
kind
of
first
level,
conversations
asking
ourselves
the
question
of
Kansas
City
Mina
supplies.
What
are
the
cost?
Can
we
afford
them
and,
as
we've
just
reviewed,
that's
exactly
what
we've
been
working
on
in
order
to
inform
the
vote.
But
what
Mary
brought
up
to
us
here,
probably
two
or
three
months
ago,
Mary
and
a
hotline
and
a
very
valid
question-
is
we
believe
the
other
conversation
we
should
be?
T
Having
is
also
should
we
be
moving
forward
with
this.
You
know,
there's
a
number
of
things
that
have
changed
over
the
past
few
years,
primarily
elements
with
it.
The
actions
that
the
state
has
taken,
along
with
actions
that
Xcel
Energy,
has
taken
to
clean
up
their
energy
supply,
as
mandated
by
the
state.
So
we
believe
there
are
questions
we
should
be
asking
ourselves,
including
is
a
city-owned
utility,
the
best
path
to
accomplish
our
goals-
and
you
know,
are
these
and
we
believe
these
should
be
part
of
a
bigger
conversation.
T
So
I
did
want
to
give
an
opportunity,
though,
for
apt
to
provide
kind
of
a
grounding
in
what
some
of
the
changes
the
state
has
done
and
how
those
impact,
our
pursuit
of
clean
energy.
As
I
noted
early
on
in
the
presentation,
there's
a
lot
of
other
values,
community
values
that
municipal
ization
supports
and
as
we
move
forward,
we
need
to
weigh
the
value
of
those
against
what
Excel
and
what
the
state
how
they
are
moving
forward.
And
so
I'm
gonna
turn
this
over
to
Matt.
To
give
you
some
a
lot
of
detail.
W
Not
too
much,
though
Matt
Lieberman
energy
strategy
advisor
for
the
Department
of
climate
initiatives,
think
you
have
the
controls.
So,
as
you
may
know,
the
city
adopted
the
climate
commitment
in
2015
and
that
set
some
fairly
ambitious
targets
for
community-wide
emissions
reduction,
as
well
as
the
similar
goals
for
the
city
organization
and
then
related
to
that
for
renewable
energy.
So
what
you
can
see
here
is
that
we've
been
working
towards
those
goals.
You
see
the
current
status
for
each
of
those
three
targets,
as
well
as
the
goals
out
to
2050.
W
W
It
requires
all
investor
owned
utilities
to
file
a
clean
energy
plan
as
part
of
their
broader
electric
resource
planning.
Excel
is
currently
planning
on
filing
that
in
February
of
2020,
although
they
have
petitioned
to
delay
it
by
approximately
a
year.
So
we
should
know
relatively
soon
if
it's
gonna
be
in
February,
20,
20
or
in
March
of
2021.
W
W
So
in
the
context
of
the
climate
commitment,
it
gets
us
near
the
2030
goal.
It
does
not
hit
the
2030
goal,
but
over
a
longer
time
horizon
would
get
to
a
hundred
percent
separate,
but
related
was
House
bill.
Nineteen
twelve
sixty
one,
which
includes
a
climate
action
plan
to
reduce
carbon
emissions,
greenhouse
gas
emissions
across
the
entire
economy,
so
not
just
electricity,
but
also
transportation,
industrial
loads,
heating.
Things
like
that.
W
But
what
does
that
mean
for
electricity?
So
we've
heard
a
lot
of
questions
about.
Where
are
we
today
versus?
Where
would
this
legislation
get
us
for
2018
our
electricity
sector
emissions
only
we're
a
little
over
700
thousand
metric
tons
of
carbon
dioxide
if
Excel
achieves
the
80%
emissions
reduction
goal
by
2030?
That
would
leave
us
at
about
250,000
mega
metric
tons.
Excuse
me
of
carbon
dioxide
comparatively
if
Boulder,
either
with
Excel
or
through
Municipal
Utility,
were
to
get
to
a
hundred
percent
renewable
electricity.
That
would
obviously
put
us
at
zero
metric
tons
for
electricity.
W
So
you
can
see
that
gap
is
about
two
hundred
and
fifty
thousand
metric
tons
for
roughly
on
the
right-hand
side.
You
can
see
there's
three
different
primary
objectives.
We
have
for
closing
that
gap
once
to
distributed
generation.
On-Site
solar,
for
example,
can
your
solar
Gardens
another
through
conservation
and
efficiency,
and
the
third
through
engagement
in
the
electric
resource
plan,
either
through
advocacy
for
more
resources
bidding
and
our
own
resources
at
a
utility
scale
to
excel.
C
And
yes,
that's
a
good
question
sure
you
say
about
closing
the
gap
like
raishin
and
efficiency.
I
mean
that
reduces
the
gap
right
because
it
reduces
our
overall
demand,
but
you
still
only
have
a
percent
that's
lacking
in
renewables
right,
so
you
can't
close
the
gap
with
conservation
right.
You
can
just
reduce
the
total
emissions.
You.
W
Can
reduce
the
total
emissions?
We
could
get
really
wonky
and
talked
about
shifting
load
too,
when
renewables
are
generating.
When
you
know
charging
your
car
when
the
sort
when
the
sun
is
shining
for
example,
or
running
your
dishwasher
overnight,
when
the
wind
is
blowing,
but
that's
probably
a
separate
conversation.
H
W
Yes,
so
starting
actually
this
Friday
there
is
a
stakeholder
meeting
that
is
going
to
start
developing
the
metrics
and
the
criteria
of
what
types
of
resources
and
how
utilities
will
go
about
achieving
that.
So
we'll
have
at
least
three
staff
members
participating
in
that
working
group
going
forward.
So
I
think
some
of
that
will
be
defined
in
that
process,
but
for
specifics,
I
would
reference
either
one
of
them.
W
This
slide
gives
you
a
status
update
on
where
Excel
is
today
relative
to
what
their
current
resource
plan
shows.
So,
on
the
left-hand
side,
you
see
their
2017
resource
mix,
which
was
approximately
twenty
seven
twenty
eight
percent
renewable
in
2018.
They
were
about
the
same
and
under
their
current
plan
they
will
achieve
about
53
percent
renewable
in
2026.
So,
as
I
mentioned
earlier,
there's
another
resource
planning
period
that
will
start
either
in
the
first
quarter
of
next
year
or
the
following
year.
W
And
finally,
this
is
a
slide
that
we
looked
at
at
our
October
study
session.
This
shows
exactly
what
Excel
and
all
the
customers
are
looking
at
in
terms
of
fossil
fuel
retirements.
In
order
to
achieve
the
2030
and
the
2050
goal,
the
the
yellow
bars
represent
national
natural
gas
capacity
and
the
I
guess
they're,
navy
or
blue
or
black
on.
This
slide
are
coal,
so
for
purposes
for
your
takeaway
right
now,
I
think
for
2030.
W
It's
very
likely
that
there
are
three
coal
plants
that
would
need
to
be
retired
early
in
order
to
achieve
the
the
2030
goal
and
an
additional
coal
plant
that
would
have
to
be
retired
about
20
years
early
to
achieve
the
2050
goal
and
then
separately
for
the
2050
go
about
600
megawatts
of
natural
gas,
a
very,
very
large
natural
gas
plant
in
order
to
achieve
the
goal
using
technology,
as
we
know
today,
if
there
are
advancements
that
may
change,
but
this
is
kind
of
the
state
of
play
for
excels
fossil
generation.
Today,
a
couple
questions.
A
So
that's
11
years
early
and
presumably
the
deals
that
would
get
made
to
do
that,
or
the
same
kind
of
deals
that
have
been
made
with
clean
air,
clean
jobs
and
others,
which
is
they
will
continue
to
be
paid
as
if
those
plants
were
generating
electricity
for
10
years.
Even
when
they
are
not.
Is
that
correct,
I
think.
A
W
Those
are
units-
those
are
the
scheduled
retirement
dates
that
you
can
see
on
the
bottom
there.
So
Hayden
won
it
in
2038
in
2036,
Craig,
20,
39,
so
I
think,
based
on
the
clean
energy
plan,
it's
required
in
the
in
the
Senate
legislation
that
was
passed,
there
will
be
a
plan,
I
think
that
would
be
laid
out,
or
we
could
expect
that
that
may
not
be
the
case,
but
I
think
that
those
are
the
best
options
in
order
to
to
get
to
that
2030
goal
and.
W
A
W
W
A
So,
that's
just
to
know
that
it's
hard
to
know
exactly
where
Excel
will
be
in
2030.
We
know
where
they
are
committed
to
in
2027
by
the
time
resource
planning
process
is
over
at
the
PUC.
That
would
be
essentially
a
matter
of
law.
You
know,
they've,
agreed
and,
and
the
PUC
is
signed
off
on
and
it's
good
to
go
but
the
stuff
that's
going
to
happen
later,
if
they,
if
they
file
their
clean
energy
plan,
will
the
clean
energy
plan
speak
to
that?
Do
you
think.
W
G
H
And
my
question
is
actually
a
little
bit
similar
if
they
get
up
to
twenty
twenty
nine
or
twenty
forty
six
and
things
are
difficult
for
them.
Is
there
any
sort
of
waiver
procedure
on
the
basis
of
financial
hardship
and
they
extend
those
times
well
I'm
getting
towards?
What's
the
enforceability
of
these
requirements.
S
U
Just
sad
that
it's
there
are
some
rate
caps
on
how
much
they
can
raise
rates
to
meet
these
in
the
legislation.
So
it's
an
interesting
thing
with
financial
hardship
because
they're
regulated
monopolies,
they
can
go
for
to
raise
the
rates
essentially,
but
they
can't
exceed
those
rate
caps.
So
I
think,
though
that'll.
B
T
T
We
are
finding
or
moving
forward
with
resolving
the
litigation
related
to
excels,
attorneys
fees,
we've
completing
our
separation
design
engineering
and
are
currently
participating
in
excels
rate
case
and
we'll
be
participating
in
their
next
electric
resource
plan,
so
that
plan
that
will
establish
the
retirements
and
how
they
move
forward
will
be
an
active
intervener.
In
that
case,
of
course,
we
will
continue
to
update
our
financial
analysis
in
order
to
evaluate
the
viability
of
moving
forward.
With
this.
T
N
Thank
you
for
this
presentation
and
I've
met
with
you.
Steve
I
just
have
a
few
questions
around
community
engagement
and
I
wanted
to
know
what
is
the
impact
municipal
ization
on
the
different
communities?
Have
you
researched
that
and
also
looking
at
energy
energy
pool
areas
and
what
would
be
the
impact
of
the
muni
on
these
areas
so.
T
Yeah,
certainly
as
we
look
at
programs
and
that
a
municipal
utility
can
undertake
in
support
of
communities
that
typically
don't
have
opportunity,
there's
a
lot
we
could
do
from
solar
access
programs.
Currently,
even
now
today,
with
our
climate
initiatives
team
we're
working
on
several
things
with
older
housing
partners,
you
may
want
to
address
the
solar
garden
sure.
U
The
residents
of
Ponderosa
park
that
the
city
just
purchased
so
there's
things
like
that
that
we're
doing
today
in
motion
and
I'll
just
say
that
what
we've
as
we
design
programs
going
forward
for
the
utility
we've
committed
to
having
at
least
the
level
of
service-
that's
there
today.
So
there
is
low-income
energy
assistance
programs
that
Excel
funds
through
the
state.
So
that's
a
bare
minimum,
but
I
think
as
a
local
utility
with
local
decision-making.
U
X
Think
I've
had
the
most
recent
conversations
with
our
friends
over
at
the
just
transition
collaborative
so
the
just
transition
collaborative
is
a
group
of
individuals
who
work
with
the
University
of
Colorado,
who
have
been
committed
to
equity
in
our
community
for
quite
a
long
time
and
surfaced
with
the
city
around
the
time
that
we
were
talking
about
the
initial
climate
commitment
and
they
talked
about
the
goals
that
we
had
in
the
climate
commitment
all
being
really
good
goals
in
terms
of
carbon
emissions.
But
they
wanted
to
start
a
conversation
with
the
city
about
the.
X
How
so
the?
What
in
the
substance
of
what
we
were
trying
to
do
was
important,
but
so
was
the.
How
are
we
gonna
go
about
and
how
are
we
going
to
ensure
that
any
transitions
we
make
in
terms
of
our
energy
supply
or
other
ways?
We
address
climate
action
issues
that
they're
done
in
a
way
that
do
not
harm
individuals
and,
in
fact,
try
to
further
individuals,
experiences
and
don't
don't
create
to
a
larger
gap
between
the
haves
and
have-nots.
X
So
you
know
currently
some
of
the
technology
that
has
come
out
that
people
can
take
advantage
of
to
be
able
to
make
more
of
a
climate
impact
tends
to
also
be
very
expensive,
although
we're
seeing
some
of
that
decline,
but
so
there's
been
a
gap
in
terms
of
who
can
afford
the
opportunities
there's
also
historically
been
much
more
of
a
significant
impact
on
lower-income
communities
in
the
way
we
currently
generate
and
deliver
energy.
So
they
really
wanted
to
focus
the
conversation
around
that.
X
So
how
do
we
go
out
to
communities
that
are
most
likely
to
be
impacted
by
climate
change
and
least
likely
to
participate
in
our
current
planning
processes
to
make
them
more
accessible
and
we've
been?
Conducting?
We've
been
actually
going
through
a
shared
learning
experience
some
members
from
the
JCC,
the
county,
the
city
of
Boulder
in
the
city
of
Longmont,
we've
been
working
with
consultants
who
have
really
done
this
community
driven
climate
planning,
and
we
will
continue
continue
that
learning
process
through
January
and
then
scope
out.
J
N
T
When
you
talk
about
curve,
yes,
certainly
the
work
we're
doing
with
the
climate
mobilization
action
plan,
yes,
and
actually
we
received
a
county
grant
also
to
facilitate
some
of
those
costs.
As
far
as
the
bigger
electric
utility
budget
as
well,
it
is
part
of
the
long-range
planning
work
that
we've
tried
to
identify.
M
W
J
J
T
Gonna
get
a
little
bit
visionary
as
we
look
towards
the
future
and
the
scale
of
our
challenge
of
really
addressing
this
and
ensuring
also
that
it's
replicable
and
not
just
something
we
do
in
Boulder,
but
something
that
can
be
repeated
so
as
we
are
moving
through
the
CMAP
process.
Certainly
part
of
the
discussions
we've
had
is
opportunities
for
partnership,
because
it
is
a
valid
question
and
model
that
I've
actually
worked
on
in
the
past.
Is
you
know
how
do
we
facilitate
something
that
can
be
very,
very
expensive,
especially
if
you're
looking
at
an
older
home?
T
That's
just
inadequate
for
an
electric
conversion,
and
it
really,
you
know,
as
we
look
to
the
future,
it
comes
down
to
helping
to
identify
what
those
potential
business
models
are
and
working
with
potential
partners
or
having
potential
partners
develop
those
type
of
models
that
can
facilitate
that
change,
and
one
of
the
questions
when
I
when
I've
worked
on
this
question
previously,
is
why
do
you
own
a
furnace?
You
know
why
do
I
own
a
furnace?
What
do
I
know
about
owning
a
furnace
and
taking
care
of
it
and
what
happens
when
I
replace
it?
T
So
are
there
business
models
where
it's
more
of
a
lease
model
and
somebody
is
replacing
it
and
taking
care
of
it
and
again
gives
you
the
opportunity
to
change
over
to
something
different
like
electric
heat
pumps
or
some
to
whatever
the
technology
is
that's
coming
forward,
and
that's
part
of
the
purpose
of
the
see
map
process
is
really
to
capture
a
much
broader
group
of
individuals
to
participate
in
this.
You
know
our
standard
model
has
always
been.
T
The
city
is
at
the
core
of
these
programs
and
we
facilitate
programs,
or
else
we
subsidize
and
we
try
and
spur
on
some
activity.
What
we're
hoping
to
achieve
with
this
much
larger,
much
broader
CMAP
process
is
really
that
participation
from
outside
the
city
doesn't
have
to
be
the
lead
necessarily
in
a
lot
of
these
activities.
We
need
to
help
facilitate
and
help
identify
those
opportunities
in
order
to
make
big
change,
because
it
is
not
the
ones
and
two
houses
that
we
need
to
do.
It's
actually
most
of
our
housing
stock.
J
J
J
Guess
I
just
want
it
to
be
part
of
the
conversation,
as
you
know,
part
of
the
the
challenge,
the
conversation
as
we
move
forward
to
the
vote.
Part
of
the
conversation
that
this
is
a
tremendous
challenge
and
and
we
at
the
minimum
have
to
be
aware
of
it.
So
that's
that's
my
main
point
about
this
question
is
we
need
to.
We
all
need
to
be
on
the
same
page
of
our
understanding
and
you.
T
G
Thanks
so
looking
at
the
first
question,
does
counsel
have
any
questions
about
the
timing
of
the
goat,
no
go
vote.
You
had
a
slide,
a
couple
I
don't
know
half
hour
ago.
That
was
talking
about
suckled
second
level
of
concerns.
We
had
the
first
level
concerns
that
were
sort
of
financial
and
engineering
and
legal,
and
then
the
second
was:
should
we
be
pursuing
muni
and
I?
G
Guess
I'm
wondering
is
that
a
question
that
is
appropriate
for
2020,
especially
in
light
of
the
fact
that
we
have
heard
from
some
people
testifying
that
they
were
going
to
do
a
a
citizen
led
initiative
ballot
measure?
So
is
that
something
worth
considering?
Do
we
want
to
have
our
own?
That
is
on
the
second
level,
concern.
G
G
V
Will
have
a
study
session
in
May,
where
council
will
get
to
discuss
what
ballot
measures
you
want
to
consider
for
the
November
ballot?
That's
one
of
the
reasons
we
wanted
to
have
the
conversation
in
April
about
the
more
detailed
budgets
you
could
that
conversation
could
be
informed
if
you
decide
to
go
that
way.
Also,
if
there's
a
citizen
ballot
measure,
we
should
have
a
pretty
good
idea
about
whether
it's
going
to
it's
it's
viable
by
that
time.
So
those
are
all
discussions,
they're,
good
questions
that
you
can
have
in
that
later
timeframe
in
April,
May.
J
So
just
a
point
that
I
want
to
make
about
study
session
April
May.
One
of
my
questions
is
what
additional
bills
will
it
be
in
this
session?
That
would
continue
to
move
the
collective
into
into
a
different
energy
situation
and
and
I
guess
by
that
point
in
April
May
we
would
know
what
those
might
be
and,
and
what
has
passed
and
yep
might
be.
T
C
Think
we've
asked
our
questions.
Thank
you,
for
a
very
good
presentation.
I
mean
does
seem
like
2021
is
the
year
for
the
vote
that
we
want
to
present
the
voters
with
as
much
information
as
possible.
So
let's
keep
working
it
getting
all
the
numbers
and
working
on
all
the
details
and
go
to
the
voters
in
2021.
A
Yes,
well,
I
agree
with
that.
I
mean
it's
been
obvious
to
me
for
a
long
time
that
2020
was
getting
further
and
further
away.
So
this
is
just
acknowledging
kind
of
where
we
are,
and
you
know
our
charge
is
given
by
the
voters
in
the
last
election.
2017
was
give
us
the
numbers,
so
we
can
make
an
informed
decision
and
I
think
that's
what
we
need
to
keep
going
for.
Okay,
that's
number
one
number
two
questions
or
direction
about
the
variables
that
inform
the
financial
feasibility
of
operating
and
electric
utility.
L
L
So
in
my
mind,
it's
important
that
you
know
when
we
balance
these
decisions,
keep
in
mind
that
if
you're,
ultimately
dealing
with
shareholders,
you
may
not
try
to
reach
the
targets
you're
trying
to
get
to
when
you
say
you
will,
and
we
have
decades
and
decades
and
decades
of
proof
of
that.
So
that's
why
I
think
we
should
always
continue
on
this
path,
because
you
ultimately
don't
know
what
you're
gonna
get
when
you
trust,
shareholder,
led
company.
First.
A
T
I
Don't
remember
we're
getting
back
together
again.
Was
it
Marjorie
or
probably
lost
the
plot?
Here,
I
guess
sounds
like
we
have
a
April.
Whatever
we
get
back
together,
it
would
be
helpful
if
you
could
I
know,
there's
like
a
whole
bunch
of
assumptions
that
go
into
the
stranding
cost
calculation,
some
of
which
you
know
outside
of
our
knowledge
or
outside
of
our
control,
but
you'll
be
helpful
for
you
guys
just
give
some
ranges.
You
know
worst-case
best-case
high
low
medium,
whatever
it
is
just
so
we
can
have
an
idea.
Are
we?
I
A
The
2018
December
2018
presentation
had
some
of
that
information
in
it
right
if
you
had
at
least
how
it
was
calculated
and
what
it
means,
and
so
it
might
not
be
a
bad
idea
to
bring
that
to
council
as
well
and
April
timeframe.
We
have
some
new
council
members
and
walk
through
how
stranded
assets
are
calculate
I.
U
Actually
do
the
math
for
us
I
also
just
wanted
to
add
that,
for
simplicity's
sake
in
the
tool
today,
we
we
just
added,
like
basically
a
line
item
that
shows
it
as
an
initial
debt
issue.
The
reality
is,
is
we
would
likely
pay
something
over
time
through
transmission
costs?
So
that's
a
next
step
for
us
on
improving
this
model
is
model
it's
a
little
more
complicated,
but
modeling
it
in
so
that
it
is
more,
would
reflect
the
reality
of
how
we
would
pay
that
oh
I'm.
G
So
if
that's,
if
I
may
request
that
we
find
out,
if
that's
possible
and
get
an
update
or
a
hotline
message
about
that,
and
then
I
don't
know
if
it
would
need
a
not
a
five
to
say
yes,
intervene
or
push
back
I,
don't
know
how
that
works,
but
I
think
it
would
be
helpful
for
us
and
for
our
voters
to
know
what
that
looks
like
for
2030
and
waiting
a
year
would
be
unfortunate.
Oh.
Y
Debra
Kalish
senior
counsel
with
the
City
Attorney's
Office.
We
can
certainly
do
that.
We'll
take
a
look
and
I'm
not
aware
that
it
was
actually
filed
with
the
Commission,
but
we'll
take
a
look
at
the
format
of
how
it
was
filed
and
whether
intervening
or
offering
public
comments,
at
least
as
possible.
Mm-Hmm.
A
So
question
three:
what
counsel
like
to
have
conversation
to
address
whether
recent
changes
in
the
Xcel's
business
practices
and
Colorado
state
law
impact
the
value-added
municipal
ization?
If
so,
what
comes
like
you
had
this
discussion
concurrent
to
future
budget
discussions,
which
I
think
means
in
the
April
time
frame
and
what
information
would
council
like
staff
to
provide
in
the
future
to
visit
it
facilitate
the
conversation
and
yeah.
C
I
think
it's
a
helpful
part
of
the
conversation
of
the.
What
we're
working
on
is
pinning
down
the
cost
right.
That's
we're
working
than
that,
but
the
go
no-go
will
partly
be
a
cost-benefit
calculation
and
so
quantifying
what
the
benefits
are
a
little
bit
more
thoroughly.
I
think
would
be
very
helpful,
but
with
Adams
point
in
mind,
that's
not
just
about
promises
right.
C
It's
about
certainty
levels
right,
so
the
the
state
law
stuff
is
probably
reasonably
certain,
although
the
state
legislature
could
change
that
excels
commitments,
are
a
data
point
but
they're
a
little
less
certain
right
so
anyway,
analysis
about
the
the
Delta
between
what
municipal
ization
gets
us
and
what
the
likely
other
outcomes
are
would
be
helpful
for
I.
Think
us
and
the
community
to
evaluate
next
steps
very.
J
So
in
that,
in
the
memo
you
have
some
questions
which
I
think
are
good
questions
to
be
part
of
the
the
conversation
that
conversation
and,
in
addition,
I
have
a
couple
more.
How
does
local
power
compare
with
other
options
in
its
ability
to
a
serve
the
most
people
and
be
do
so
in
an
equitable
manner?
So
that's
that's
another
question
and
then
another
question
would
be
how
our
workers
affected
the
linemen
and
the
the
crews
that
you
mentioned
earlier
and
how
do
the
options
affect
their
jobs,
both
current
and
future?
A
A
So
that's
just
the
most
straightforward
things,
so
the
tree
branches
don't
take
them
down,
but
it
means
micro
grids.
It
means
the
ability
for
neighborhoods
to
island
themselves
from
the
grid
and
provide
their
own
power.
So
there
was
a
do-e
study
that
older
was
part
of
and
I'll
look
to
staff
to
see.
If
you
could
tell
us
what
conclusions
that
came
to
or
not,
but
we'll
come
back
to
that
in
just
a
second,
the
ability
for
our
community
to
tell
us
what
they
would
like
from
their
grid
the
access
they
want
to
it.
A
The
features
that
they
want
from
it
and
our
ability
to
represent
that
and
make
it
real
is
something
we
do
not
have.
Currently,
it
is
an
absolute
impossibility
when
I
was
setting
up
the
settlement
agreement
that
we
looked
at
in
April
of
2018
I,
along
with
other
people,
sat
and
talked
with
the
Xcel
leadership.
The
PSK
leadership
in
Colorado
for
many
months,
and
one
of
the
things
I
asked
over
and
over
again
is,
is
there
any
way
that
the
city
staff
can
be
part
of
your
distribution
planning
in
Boulder?
Like?
A
Can
we
see
what
the
maintenance
program
is?
Can
we
see
where
the
congestion
points
are
that
stop
us
from
putting
solar
on
our
roofs?
Is
there
any
way
that
we
can
have
any
part
in
that?
Even
just
reviewing
it
and
giving
you
comments,
and
the
answer
was
no,
it
was
not
a
soft.
No,
it
was
a
hard
no,
and
so
this
whole
democratized
piece
is
about
the
grid
of
the
future,
and
how
can
Boulder
be
part
of
that
for
Collinses?
A
It's
not
clear,
it
will
be
an
investor
owned
utility
in
the
future.
There's
the
possibility
of
privatizing
it
for
some
of
these
reasons,
so
I
would
just
point
out
that
democratised
has
two
parts
to
it:
resilience
and
safety,
and
so
that's
why
I
think
we
need
to
get
the
numbers
so
that
we
can
present
the
costs
and
the
benefits,
but
the
benefits
go
beyond.
Emissions
reduction
and
I
just
want
to
keep
that
part
of
the
conversation.