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From YouTube: Boulder City Council Meeting 5-25-23
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A
A
A
A
A
B
Thank
you
so
much
welcome
and
good
evening
and
welcome
to
the
Thursday
May
25th
CD
count
study
session
of
the
Boulder
City
Council
I
am
council
member
Juni
Joseph.
We
don't
have
any
special
announcement
today,
so
we
can
get
right
into
it.
Tonight
we
will
be
covering
three
items
which
are
Alpine
Balsam
update
for
about
90
minutes.
B
C
Thank
you
so
much
councilmember
and
we've
got,
as
you
mentioned,
a
a
rich
study
session
today
before
us,
so
I
believe
I'm
going
to
send
it
to
our
director
of
facilities,
Fleet
Joanna
cran
to
kick
us
off
and
just
want
to
make
a
note
of
a
quick
note
of
thanks
to
our
FSC
committee
members
on
Council.
They
have
seen
this
presentation
I
think
a
couple
of
times
now
and
provided
tremendous
feedback
on
what
is
a
really
dense
presentation.
So
just
appreciate
that
time,
Joanna
yeah.
D
That's
great
hi,
I'm,
Joanna,
Korean,
the
director
of
facilities
and
Fleet,
and
we're
excited
to
be
here
this
evening
and
as
Maria
was
just
mentioning
really
do
appreciate
those
that
have
seen
some
of
this
presentation
before.
So
we're
going
to
be
talking
about
the
implementation
of
our
facilities,
master
plan,
specifically
around
Financial
strategy
and,
as
folks
may
recall,
facilities
master
plan
was
accepted
by
Council
back
in
October
2021
and
once
it
was
accepted.
D
The
the
next
steps
that
we
talked
about
were
developing
a
more
detailed
strategy
for
funding
and
implementing
the
key
initiatives
that
were
identified
in
the
plan,
those
being
the
maintainer
building,
Wells
and
consolidating
services.
So
we're
excited
to
be
here
tonight
to
share
with
you
that
Financial
strategy
and
implementation
plan
and
this
work
has
been
developed
by
a
staff
team
within
the
facilities
and
Fleet
Department,
as
well
as
in
partnership
with
our
Central
Finance
staff,
and
the
City
team
has
been
supported
by
a
great
group
of
consultants
and
specifically
at
this
phase.
E
Okay-
and
hopefully
everybody
is
doing
great,
so
in
a
high
level,
our
facilities
master
plan
established
a
new
strategic
direction
to
take
with
our
city
buildings,
as
Joanna
was
mentioning.
It's
really
a
policy
road
map
for
decision
making
and
tonight
we'll
provide
a
recap
of
some
of
the
key
aspects
of
that
Master
Plan
and
then
we'll
dive
into
the
financial
strategy.
We've
developed
and
we'll
also
be
providing
an
update
on
Alpine
Balsam
and
we're
going
to
use
that
as
an
example
of
this
financial
strategy
in
action.
E
E
E
So
the
facilities
master
plan
was
an
assessment
of
75
buildings,
just
under
2
million
square
feet,
and
at
that
time
it
was
roughly
600
million
dollars
in
replacement
value
in
less
than
the
two
years.
Since
we
brought
you
that
plan,
the
value
of
our
building
portfolio
has
increased
to
over
700
million
dollars.
Some
buildings,
as
we
noted,
were
intentionally
decentralized,
serving
specific
areas
of
our
community
While
others
have
become
dispersed
over
the
years
in
a
way
that
today
does
not
serve
our
community.
E
E
When
buildings
are
new,
it
is
easy
to
turn
our
attention
away
from
them
and
towards
other
priorities.
At
that
time
we
minimized
our
spending
and
investment
in
those
early
years.
If
they
were
running
really
well,
our
buildings
then
slipped
into
in
past
Middle,
Light
and
with
little
of
our
attention.
But
now
in
many
buildings
we
have
crept
past.
This
inflection
point
the
time
when
our
costs
to
own
operate
and
maintain
building
starts
to
rapidly
escalate.
E
In
recent
years,
the
number
of
emergency
repairs
in
our
buildings
has
been
quickly
increasing
and
fixing
these
old
and
Antiquated
systems
now
is
becoming
more
and
more
challenging.
It's
increasingly
becoming
more
costly
and
it's
putting
a
drain
on
our
Staffing
Resources
diverting
them
from
other
work.
E
Okay,
an
example
of
this
is
found
really
in
our
recreation
centers,
so
our
East
Boulder
Community
Center,
is
at
that
inflection
point.
There
is
an
urgency
to
address
the
systems
and
the
infrastructure
in
this
building
and,
in
addition
to
refresh
the
interior,
to
meet
Community
expectations
to
support
current
and
future
use
and
stay
competitive
in
terms
of
service
delivery.
E
Spending
on
this
building
is
escalating
without
with
limited
return.
Also,
it
should
be
noted.
Our
recreation
centers
are
three
of
our
top.
Four
producers
of
carbon
emissions
in
particular
East
and
North
are
huge
consumers
of
natural
gas
and,
as
we
consider
investments
in
these
buildings,
we
do
see
a
big
potential
to
convert
these
systems
to
better
align
with
our
climate
commitment
goals.
E
Addressing
these
three
buildings
will
make
a
significant
impact
portfolio-wide
from
a
climate
goals
perspective,
so
our
recreation
centers
are
one
of
our
real
big
priorities
going
back
and
looking
portfolio
why?
The
condition
of
the
city's
buildings
can
be
more
accurately
reflected
in
our
facility
condition
index
score,
which
shows
the
Deferred
maintenance
costs
proportionate
to
the
replacement
value
of
these
buildings
holistically.
Our
building
portfolio
is
in
poor
condition
and
it
crosses
to
critical
just
beyond
2030
if
we
just
simply
maintain
our
current
approach
to
investing
in
these
buildings.
E
E
In
the
past
two
years,
as
we
have
continued
to
start
to
ship
focus
on
these
types
of
emergencies,
our
liability
has
grown
from
about
55
million.
At
the
time
we
presented
the
plan,
286
million
now
across
the
portable
land
foreign
plan,
and
we
looked
to
address
these
concerns
in
our
building
portfolio.
Our
master
plan
was
really
built
on
these
three
pillars
of
good
asset
management.
E
Likewise,
abundant
buildings
are
fundamental
to
supporting
Community
resilience
and
spaces
in
our
buildings
can
shape
our
interactions
with
each
other.
They
can
provide
a
sense
of
safety
and
inclusion.
They
make
us
feel
welcomed.
They
support
mental
and
physical
health
and
they
create
places
to
Foster
connection.
E
E
We
have
too
many
buildings
that
are
in
poor
condition,
and
this
is
creating
competing
priorities
between
different
building
types
that
support
our
community
in
a
variety
of
way,
and
we
simply
don't
have
enough
funding
to
just
address
all
these
needs.
It
will
require
some
creativity
and
some
new
thinking
to
make
changes
and
we
will
need
to
consider
some
trade-offs
and
maybe
make
some
hard
choices
to
responsibly
fund
our
infrastructure
improvements
across
our
building
portfolio.
E
In
2021,
when
Council
accepted
the
facilities
master
plan,
you
put
an
action.
The
two
key
initiatives
recommending
that
plan
that
make
the
most
impact
portfolio-wide
and
help
turn
us
in
a
new
strategic
Direction.
The
first
is
to
maintain
buildings.
Well,
the
primary
goal
of
this
initiative
is
to
phase
all
of
our
buildings
to
a
model
of
good
governance
and
operational
excellence.
E
This
is
the
path
to
sustainably
investing
in
our
abilities,
so
that,
20
years
from
now
or
50
years
from
now,
we
don't
find
ourselves
in
the
same
situation.
We
do
today,
no
matter
what
we
will
need
to
make
some
Capital
investments
in
our
buildings.
However,
following
those
large
Investments,
we
want
to
maintain
buildings
in
a
predictable
employable
that
lowers
our
total
cost
of
ownership.
This
keeps
our
buildings
running
reliably
and
efficiently.
E
Oh
I'm,
sorry
am
I
back
in
there
now.
Okay,
our
second
key
initiative
was
to
consolidate
services
and
those
are
the
ones
that
are
scattered
right
now,
currently
across
more
than
20
buildings,
to
two
key
campuses,
one
in
the
west,
at
Alpine
Balsam
and
one
in
the
east.
At
our
current
Municipal
service
center
by
vacating
space
in
areas
around
the
city,
we
allow
for
other
opportunities
and
Community
benefits
to
advance
choosing
this
new
strategic
Direction.
E
At
the
time
we
shared
this
plan
meant
divesting
in
current
buildings
that
would
go
towards
consolidation,
seizing
real
estate
opportunities
in
a
timely
way
that
supported
that
consolidation,
creating
High
performing
buildings
and
restructuring
funding.
So
the
first
two
points
in
particular
underpin
a
lot
of
the
financial
strategy
that
we're
going
to
get
into
more
yeah.
E
E
E
We
are
specifically
recommending
Wing
fencing
savings
from
operations
and
maintenance
efficiency
and
avoided
Capital
Replacements
in
our
Realtors.
So
this
means
holding
these
savings
separately
and
specifically
to
fund
our
new
building
projects
and
help
sustain
those
assets,
rather
than
allowing
those
savings
to
just
bleed
back
into
the
budget,
for
maybe
some
unrelated
items,
and
we
are
also
looking
at
divesting
in
properties
and
using
those
sale
proceeds
to
help
reduce
Capital
costs,
which
in
turn
would
help
lower
our
animal
s.
Lastly,
we
will
look
to
external
sources
to
help
fund
projects.
E
And
so
now
we
break
these
blocks
down
first
to
fund
initial
Capital
costs
or
put
another
way
to
reduce
the
amount
of
debt
that
would
need
to
be
financed.
E
Now,
as
we
look
at
that
annual
payment
or
the
annual
death
service,
we
look
at
other
source
of
those
blocks
to
help
make
that
Debt
Service
payment
and
those
come
in
the
form
of
ongoing
City
dollars,
captured
savings
from
operations
and
maintenance
efficiency
and
avoided
Capital
replacement
costs
and
then
Partnerships
that
could
bring
ongoing.
E
So
now
we're
going
to
look
specifically
at
Alpine
follows
them
as
an
example
of
this
long-term
Financial
strategy
in
action,
but
first
I
want
to
give
a
little
update
and
orientation
to
what
we've
been
developing
on
the
site
for
well
more
than
a
year
now,
we've
been
working
in
partnership
with
Boulder
housing
Partners
to
co-develop
the
site
and
I
want
to
draw
emphasis
to
the
partnership
aspect.
Because
again
it
is
one
of
our
building
blocks.
Of
that
Financial
strategy.
E
E
So
those
Center
two
Parcels
are
going
to
be
our
affordable
housing
projects
and
then
the
two
Parcels
on
either
end
that
are
in
the
blue
rings
are,
will
be
sold
as
market
rate
housing
projects
that
will
help
support
that
affordable
project
and
then
the
yellow
Parcels
that
we're
showing
there
are
really
what
we're
using
to
create
our
Western
City
Campus.
E
Shown
in
green
is
the
shared
infrastructure
that
supports
the
housing,
the
campus
and
the
surrounding
community,
with
New
multi-use
Path
and
enhanced
pedestrian,
walk
or
Paseo
through
the
site
and
a
Greenway
which
is
part
of
the
recently
accepted
Goose
Creek
flood
mitigation
plan
that
connects
the
commercial
center
to
North,
Boulder
Park,
and
here
too,
with
the
floodway,
is
an
example
of
a
partnership
in
action.
We're
actually
working
with
Mile
High
flood
districts
to
help
construct
and
possibly
maintain
that
channel.
E
The
parking
garage
that
is
shown
in
yellow
and
will
be
part
of
the
new
city
will
also
support
the
housing
and
the
parking
for
the
housing
across
the
flight
too.
So
there
are
many
other
Mobility
features
that
are
being
designed
into
areas
around
the
site
to
help
encourage
and
support
alternative
modes
of
transportation.
E
E
E
There
are
nine
buildings
that
the
city
owns
now
that
are
in
poor
to
critical
condition
in
this
graph.
Here
shows
the
forecasted
spendings
on
these
buildings
as
they
are
today.
The
light
blue
bars
are
a
projection
of
the
planned
city.
Investments
in
those
buildings
based
on
the
infrastructure
needs
that
we
know
are
there
and
our
spending
history
and
the
orange
bars
reflects
the
two
to
four
times:
increased
costs
associated
with
what's
happening
when
you
need
costly
emergency
repairs.
E
Consolidation
of
staff
and
services
to
the
new
Western
City
Campus
provides
Financial
environmental
and
social
value.
We
have
already
made
large
investments
in
this
site
in
the
land
itself,
in
deconstruction
of
the
hospital
we've
invested
in
the
infrastructure,
currently
on
the
site
and
rehabbing
buildings
like
the
Brenton
building
back
in
2018..
E
So
we
have
spent
money,
but
we
are
also
receiving
a
lot
of
value
back
for
these
Investments
Brenton
is
a
great
example.
When
the
city
turned
to
renovating
this
building,
we
actually
at
the
time,
had
been
looking
for
lease
space.
E
Our
government
is
physically
fragmented.
Now
it's
spread
across
many
buildings,
which
has
been
detrimental
to
staff
and
servicing.
The
community
consolidation
is
not
only
efficient
in
this
new
physical
space.
There
is
an
opportunity
to
create
something
beyond
the
sum
of
its
parts.
A
connectedness
kind
of
well
beyond
what
we
have
right
now,
beyond
the
City
Campus
looking
at
the
whole
site,
we
will
be
able
to
sell
back
to
parcel
but
market
rate
for
housing,
and
we
will
achieve
one
of
the
largest
just
affordable
housing
projects
to
Dayton
City.
E
We
are
not
ready
to
do
quite
the
full
reconciliation
on
this
project,
but
for
all
the
spending
and
The
Upfront
Investments
that
we
are
making.
We
are
realizing
significant
Returns
on
those
Investments
again,
financially,
environmentally
and
socially
foreign,
now
back
to
looking
at
funding
this
Vision
as
we
move
forward
and
focusing
first
on
the
importance
of
debt
reduction
strategies.
E
So
in
the
case
of
the
western
City
Campus,
it
is
leveraging
sale,
proceeds
on
ongoing
and
ongoing
savings
from
vacating
buildings.
We
are
still
refining
our
costs
for
redevelopment,
but
we're
working
in
orders
of
magnitude
of
around
150
million
dollars,
which
would
include
infrastructure
across
the
site,
site,
work
and
other
buildings.
This
excludes
the
housing
work.
Bhp
is
specifically
developing,
but
it
does
include
shared
infrastructure.
E
Some
of
those
cost
sharing
show
up,
along
with
the
grants
and
that
purple
block
is
part
of
our
initial
debt
reduction,
and
then
there
is
the
sale
of
the
properties
we
are
vacating.
There
are
six
of
them
that
could
the
whose
sale
proceeds
could
be
leveraged
towards
this
debt
reduction.
And
lastly,
there
are
some
one-time
City
dollars
that
we
would
inject
into
those
initial
Capital
cost
reductions,
and
then
that
leaves
a
certain
amount
that
would
need
to
be
financed.
E
And
so
then
we
have
an
annual
Debt
Service
payment.
That's
now
shown
on
the
right
there.
Next
to
those
initial
Capital
costs,
funding
of
that
Debt
Service
part
of
it
is
already
programmed
into
our
City's
budget.
But
another
big
contributor
comes
from
the
savings
realized
from
vacating
those
buildings,
and
then
we
may
still
be
left
with
a
small
Gap
to
build,
but
when
we
don't
sell
properties,
we
get
hit
kind
of
in
two
ways
that
are
critically
detrimental
to
funding
this
project.
E
First,
we
don't
get
the
initial
debt
reduction
through
the
sale
proceeds
which
increases
the
amount
that
needs
to
be
financed,
and
then
our
annual
Debt
Service
payment
now
increases,
and
we
don't
have
those
ongoing
savings
from
those
buildings
that
we've
vacated
more.
So
we
would
still
be
carrying
those
buildings
and
all
of
their
liabilities,
so
that
Gap
now
increases
to
something
that
the
city
most
likely
cannot
afford
to
fund.
E
And
so
I
want
to
help
put
the
sale
of
properties,
though
in
context
of
our
city-wide
portfolio
and
for
some
projects
like
the
Western
City
Campus.
You
know
this
looks
like
getting
out
of
expensive
properties.
These
sale.
The
sale
of
these
fix
properties
that
we've
mentioned,
represents
about
three
percent
of
the
total
square
footage
of
the
buildings
in
the
master
plan.
But
that
does
not
actually
account
for
the
square
footage.
E
We
would
be
gaining
at
the
new
City
Campus,
which
in
total
would
still
add
a
net
or
a
net
increase
to
our
square
footage
across
the
portfolio.
But
if
we
look
at
it
in
terms
of
total
acreage,
the
city
holds
not
including
our
osmp
lands.
These
sales
become
negligible
less
than
a
fraction
of
a
percent
of
the
the
total
City
Holdings,
and
so
it's
small
when
we
compare
that
to
the
value
of
getting
out
of
some
of
these
properties.
E
Buildings
are
very
expensive
to
build
to
own
and
operate
and
as
I
shared
at
the
beginning.
We
have
a
lot
of
large
Capital
needs
across
the
buildings
with
competing
priorities,
and
we
simply
don't
have
the
funds
to
spend
on
every
in
each
one
of
them.
So
we
are
trying
to
be
creative
and
strategic
to
limit
our
trade-offs
and
those
hard
decisions
and
make
the
most
out
of
that
money
as
we
meet
the
needs
for
our
community.
E
Another
way
we
could
look
at
addressing
our
building
infrastructure
needs
is
by
considering
a
public
private
partnership
or
a
P3.
There
are
many
local
and
state
governments
that
are
confronted
with
similar
issues
that
we
have
and
they
are
turning
to
p3s
to
help,
invest
in
their
infrastructure
and
financially
sustainable
ways.
E
Private
Partnerships
today,
as
opposed
to
a
Year's
past,
are
strongly
motivated
to
achieve
ESG
goals
where
that
is
environmental,
social
and
governance
goals.
In
fact,
recently,
the
Securities
and
Exchange
Commission
has
started
requiring
reporting
from
private
firms
on
their
progress
towards
meeting
those
interesting.
E
Financing
costs
are
higher
typically,
but
likely
can
be
recouped
over
time,
because
maintenance
and
performance
are
built
into
the
contract
versus
the
city's
ability
and
our
discipline
to
maintain
these
buildings
at
the
same
level
over
20
years
on
our
own
Partnerships
assume
a
lot
of
risk
and
liability,
but
this
can
be
limiting
on
future
decision
making,
but
the
biggest
value
we
see
appears
that
appears
really
worth
exploring
is
when
we
consider
bundling
multiple
projects
together
in
one
opportunity.
E
From
our
initial
look,
we
believe
there
could
be
good
value
in
entertaining
a
P3
relationship
to
help
the
city
address
our
failing
buildings
and
simultaneously
deliver
on
our
goals
and
values.
So
staff
are
proposing
to
explore
the
P3
in
more
detail
through
a
direct
Market
sounding,
so
that
entails
refinement
of
our
business
case
to
take
to
the
market
and
then
directly
engaging
with
these
real
Market
participants
to
react
to
what
the
city
is
offering
and
then
help
refine
an
approach
that,
if
palatable
and
it
looks
really
opportunistic,
we
would
then
develop
a
procurement
strategy.
E
So
that
concludes
our
presentation,
and
it
brings
us
to
our
key
questions
from
Council
this
evening,
which
are
focused
around
the
sale
of
properties,
capturing
our
savings
from
those
buildings
and
efficiency
and
investing
in
or
investigating
a
P3.
But
before
we
get
to
those
questions,
I
think
I'm.
Turning
it
back
to
our
moderator
or
some
clarifying
questions
and
I
think
these
questions
will
be
posted.
B
G
Thank
you
appreciate
it
thanks
for
that
presentation,
and
this
is
a
very
difficult
subject.
G
E
You
know
I
I,
a
lot
of
the
properties
that
we're
looking
at
as
opportunities
for
sale
are
are
really
are
focused
in
this
first
phase
with
alpine
Balsam,
but
I
think
that,
as
we
look
at
some
isolated
projects,
there
could
be
opportunities
for
sale
in
the
future.
But
it's
not
like
wholesale
trying
to
disperse
or
dispose
of
a
lot
of
City
cities.
It's
opportunity
or
opportunistic
Parcels
that
help
leverage
towards
a
consolidation.
G
Okay,
thank
you.
You
talk
about
the
trade-offs
and
hard
choices.
Could
you
be
a
little
more
detailed
about
what
that
looks
like
what
are
those
hard
choices
and
and
trade-offs?
Well
something
building
yeah
honestly.
E
Well,
some
of
them
might
be
and
I
know
it's
a
hard
choice
to
think
about
selling
property,
so
that
is
one
you
know
looking
at
the
value
of
of
what
it
takes
to
own
and
operate
all
these
properties
versus
consolidating
to
a
site.
So
that
is
certainly
one
of
those
those
choices
there
could
be
others
in
the
way.
Again
we
duplicate
some
Services
now,
sometimes
in
different
areas,
we
have
two
buildings
kind
of
supporting
similar
uses.
E
There
could
be
opportunity
to
consolidate
that
could
include
some
some
choices
and
some
trade-offs
in
how
we
we
do
those
consolidations,
but
they
also
generate
efficiencies
that
allow
us
to
actually
achieve
some
of
those
goals
and
address
our
building
infrastructure.
Those
are
the
things
I
think.
As
we
go
through
specific
projects,
we
would
bring
up
on
a
project
by
project
basis.
G
You
talk
about
Ring,
fencing.
Our
savings
is
that
sort
of
a
a
type
of
dedicated
funding.
E
G
Yeah
well,
what
happens
if
those
savings
are
not
realized,
for
whatever
reason
the
the
structure
doesn't
require
the
emergency
repairs,
you
know
or
or
remedial
work,
because
in
fact,
your
your
taking
money
saved,
not
not
real
money,
you're
saying
the
money
is
saved
and
that
savings
we
want
to
apply
to
a
project.
E
Yeah,
so
we've
historically
done
this
and
it's
been
done
for
years
in
a
simpler
form,
you
might
be
familiar
with
his
energy
performance,
Contracting
or
EPC,
where
a
firm
or
company
comes
in.
We
can
do
this
ourselves
and
they
they
Define
an
amount
of
savings,
and
it's
normally
very
conservative.
We
would
not
be
trying
to
estimate
savings
on
projected
emergency
failures.
It's
really
we've
within
a
fairly
conservative
band,
have
recognized
the
kind
of
operations
and
maintenance.
E
Now
that
we're
spending,
which
is
about
two
times
the
industry
standard,
and
that
we
know
actually
through
our
work
on
the
Brenton
building
that
we
can
achieve
in
Industry
standards,
which
is
about
half
that,
and
so
any
savings.
We're
looking
to
leverage
towards
a
Debt
Service
would
be
very
conservative.
G
How
do
the
the
the
financing
rates
available
the
rates
available
for
debt
financing
in
P3
projects
compared
to
the
rates
we
would
have
to
pay
in
conventional
mortgage
financing
or
in
bond
financing?
Was
that
simply
a
matter
of
negotiation?.
E
Well,
that's
really,
where
we'd
love
to
go
out
directly
to
the
markets
and
start
talking
to
them
that
that's
really
the
nod.
You
know
that
we're
looking
for
is,
is
we've
been
kind
of
playing
around
with
with
hypothetical
numbers
and
and
again
we
have
our
consultants
and
I
know
our
finance
team.
Who
could
look
more
but
we'd
like
to
discuss
those
specifically
with
that
market
stakeholders.
G
And
and
the
last
question
I
guess
is:
when
you
talk
about
the
public-private
Partnerships,
have
you
thought
through
what
those
might
look
like?
Is
it
a
bill
to
suit
where
we
rent
the
building
or
have
shared
equity
in
the
building?
Have
you
focused
on
or
determined
what
that
structure
would
would
look
like
to
you
and
and
what
you
would
want
to
achieve.
E
We've
kind
of
looked
at
a
variety
of
things
over
the
years
and
we
recognize
the
value
in
the
city,
owning
the
property,
so
not
really
looking
to
kind
of
lease
back.
If
you
will,
you
know
if
the
city
is
a
long-term
tenant,
we're
not
going
anywhere
and
there's
value
in
our
in
our
ownership
properties.
E
The
types
of
p3s
that
we've
been
considering
are
things
like
infrastructure
as
a
service
where
we
do
have
an
operator
who
might
come
in
and
be
able
to
operate
some
of
our
new
major
mechanical
systems
a
lot
more
efficiently
and
effectively,
and
if
that
is
actually
leveraged
over
a
number
of
buildings,
they
bring
a
lot
of
economy
to
scale
in
parts
and
servicing
buildings,
and
so
that
might
be
the
type
of
partnership
we're
entertaining
but
again,
I.
E
G
H
You
and
thanks
so
much
for
the
presentation.
It
never
gets
old.
Thank
you.
So
one
of
the
things
that
I
was
wondering
about
was
just
if,
if
we
didn't
sell
these
buildings
that
are
kind
of
at
end
of
life,
what
what
would
we
do
with
them
do?
Do
we
have
to
maintain
them?
Is
there
a
cost
to
just
kind
of
vacating
the
buildings
and
banking,
the
land,
or
something
like
that?
I
mean?
What's
the
what
what's
the
alternative?
If
we
weren't
going
to
sell
the
buildings.
E
Well,
a
lot
of
these
properties
are
located
like
right
in
the
downtown
core,
and
so
you
know,
if
you
sell
a
building,
it
can
become
a
blight,
and
so-
and
you
know
it
becomes
a
risk.
In
fact,
it's
one
thing:
we've
been
mitigating
up
at
the
Alpine
Boston
site
with
the
vacant
hospital.
We
put
a
lot
of
energy
securing
that
property,
and
you
know
from
value
to
the
community.
You
really
want
to
activate
these
areas
and
I.
E
Think
that
there's
a
potential
for
you
know
as
development
comes
over
for
us
to
guide
how
those
sales
could
go.
There's
certainly
ways
that
we
can
position.
You
know
who
that
that
fail
might
go
to
that
really
needs
more
Community
Values,
but
yeah.
We
would
be
in
a
position
to
keep
investing
in
those
properties
and
I.
Think
selling
them
with
would
probably
not
be
a
great
operation.
It
would
be
something
trying
to
figure
out
a
new
use,
but
then
we're
just
adding
to
the
portfolio.
H
Thank
you
and
then
another
question
with
with
this
sort
of
method
that
the
financial
strategy
that
you
demonstrated
with
the
Alpine
Balsam
project
I
mean.
Do
you
anticipate
that
if
we
kind
of
do
this
at
that
site
and
move
forward
in
a
way
that
we're
intentionally
thinks
about
how
we're
maintaining
buildings
over
time,
will
we
end
up
in
a
place
where
we're
not
having
to
sell
buildings
to
pay
for
the
maintenance
of
buildings
that
we
really
should
have
been
saving
some
money
for
and
dealing
with
decades
ago?
Is
that
I
mean?
H
Is
this
sort
of
a
one-time
thing?
Is
it
something
that's
going
to
set
a
precedent
that
we
sell
buildings
and
land
every
time
a
building
approaches
the
end
of
its
life?
Are
we
from
here
on
out
going
to
be
accounting
for
adequate
maintenance
costs
and
how
we
save?
For
that?
Sorry,
that
was
like
five
questions
in
one
yeah.
E
No
I
think
I've
got
them,
though,
but
it
is
the
fundamental
principle
and
that
maintain
well
initiative
is
that
once
we
make
these
large
Investments,
we
put
that
two
percent
to
four
percent
current
replacement
value
annually
towards
those
buildings
to
maintain
them
over
their
life.
So
we
are
not
selling
these.
We
don't
want
to
be
back
in
this
position.
E
It
is
another
element
that
p3s
sometimes
put
into
their
actual
upfront
bids
and
proposals.
Is
that
ongoing
maintenance?
So
in
some
ways
that's
that
maintenance
can
be
baked
into
those
payments.
Naturally,
that
way,
which
helps
create
some
discipline
to
again
keep
performing
and
being
ahead
of
the
curve.
But
it's
exactly
what
we
don't
want
to
do
is
be
selling
properties
again
in
20
years
or
kind
of
getting
behind
so
maintain.
Well,
is
that
initiative
initiative
funds
buildings
in
a
way
we
consisting
them.
H
Okay
and
just
kind
of
one
other
follow-up
question
about
the
ring
fencing
strategy.
This
you
know
two
to
four
percent
that
we're
kind
of
setting
aside
for
maintenance
costs.
You
know
that
we
know
we're
going
to
come
so
that
in
20
or
30
years,
future
councils
and
having
to
sell
stuff
off
to
pay
for
new
buildings
when
when
the
debt
is
paid
off
is
it
is
that
the
sort
of
realized
savings
going
toward
that
two
to
four
percent
is
the
two
to
four
percent
that
we're
saving
over
time?
H
In
addition
to
the
savings
that
we're
applying
toward
toward
debt,
I
mean
I,
guess:
I,
guess
what
I'm
wondering
is
you
know?
Do
we
have
that
the
savings
that's
applying
toward
the
debt
as
well
as
sort
of
a
depreciation,
that
we
are
kind
of
filling
in
less
savings,
so
that
we're
we're
thinking
about
the
eventual?
You
know
replacement
costs
or
maintenance
costs
of
buildings
as
they
age.
E
Yeah
I
think
I
I
guess
so.
There's
two
different
pieces
there's
two
to
four
percent,
which
we
recommend
on
all
buildings
which
of
the
replay
value
and
that
is
to
invest
in
future
infrastructure
costs.
The
savings
that
we're
talking
about
your
kind
of
born
out
of
the
inefficiency.
Now
so
in
our
budgets,
you
know
we're
spending
more
than
we
could
in
an
efficient
budget
or
an
efficient
building,
we'll
take
those
savings
and
apply
it
and
I.
E
Think
to
your
point:
we'll
apply
that
to
pay
debt
over
we'll
say
20
years
at
the
end
of
that
those
savings
that
we
continue
to
see
will
become
All,
City
statements.
So
once
we
we
pay
that
debt,
you
get
to
realize
those
additional
savings.
Just
back
in
the
budget,
there's
different
structures
about
how
we
structure
through
the
debt
service
and
then
after
those
two
to
four
percent
that
keeps
that
ongoing
maintenance
and
again
that's
where
a
partnership
structures
those
in
a
lot
of
times.
E
H
Does
that
answer
yeah?
No,
thank
you
that
that
helps.
Thank
you.
So
it's
not
that
we're
sort
of
maintaining
two
two
separate
things
that
we're
trying
to
save
for
over
time.
Once
the
debts
kind
of
paid
off.
Then
then
those
are
broader,
realized
savings
that
we
have
there
and
then
one
final
question
just
to
make
sure
I
understood,
really
appreciated
the
slide
that
showed
these
buildings
in
the
context
of
all
the
property
and
buildings
that
we
have.
H
So
it
sounds
like
we're
basically
gaining
about
100
000
square
feet
of
building
space
at
Alpine
Balsam,
and
we
would
be
losing
about
56
000
square
feet
of
space
in
other
buildings
that
we'd
be
selling.
So
we
would
have
like
connecting
of
almost
50
000
square
feet
did
I
get.
E
G
Yeah,
forgive
me
for
going
again.
I
just
forgot
one
question:
well
with
a
portfolio
with
a
replacement
value
of
over
700
million
dollars,
two
to
four
percent
annually
is
14
to
28
million
dollars
allocated
towards
this
project.
Of
of
you
know
having
sufficient
funds
for
Redevelopment,
or
you
know,
reconstruction
or
whatever
that's
I-
think
it's
desirable,
but
it's
a
pretty
big
ask.
E
If
I
understand
your
question,
I
think
so
we're
not
talking
about
getting
two
to
four
percent
of
700
million
right
now.
I
think
that's
part
of
the
ideas
phasing
in
as
we
make
really
large
Capital
Investments
in
buildings.
That's
when
the
ask
comes
on
the
hill
that
you
know
the
annual
budget
assets.
Now,
let's
maintain
this
new
well-performing
building.
B
Are
there
any
other
questions
at
this
time
from
fellow
council
member
I?
Don't
see
any
I
don't
see
anyone
stands
up,
but
I
did
have
a
clarifying
question
from
a
comment
that
was
made
by
council
member
Mark
Wallach
and
it
was
about
when
you
talked
about
the
cell
over
real
estate
portfolio
for
conversion
to
more
projects
and
I
think
the
comment
was
I
just
want
to
make
sure
that
I
was
clear.
You
said
this
is
an
opportunity
for
sale
is
actually
to
focus.
To
use
the
money
for
Alpine
Balsam
at
this
time.
E
That
we're
currently
looking
to
sell
would
be
used
toward
Delta,
involve
them
because
they're
specifically
taking
the
services
in
those
buildings
now
and
and
consolidating
them
there
in
the
future.
There
could
be
something
where
you
know:
we're:
building
a
new
fire
station,
a
new
location
and
we're
you
know
moving,
and
so
then
you
know
the
sale
would
be
directly
relative
to
the
project.
That's
that's
moving
forward.
B
Thank
you,
I
do
have
another
question
for
you,
I
was
and
I'm
not
sure.
I
saw
that
when
I
was
reading
through
the
packet
analysis
of
highest
and
best
use
value
research
for
the
cell
of
these
current
properties,
because,
ultimately
we
live
in
Boulder
I
mean
I
can
think
of
housing.
We
need
more
housing.
Yes,
we're
selling
older
properties
that
we
have,
but
are
we
are
we
looking
at
okay?
Are
we
just
selling
them?
We?
E
Yeah,
we
would
do
some
detailed
analysis
analysis
because,
unlike
maybe,
you
know,
just
a
developer
who's
looking
for
just
monetary
value,
we
can
go
out
and
Define
the
social
environmental
values
that
would
be
attached
to
that
and
really
guide
how
properties
would
be
redeveloped.
So
that
would
be
definitely
another
detailed
piece
of
looking
at
how
these
properties
are
disposed
of.
B
Thank
you
so
much
now,
seeing
no
for
the
questions
coming
from
Council.
We
do
have
three
questions
to
help
direct
staff.
The
first
one
does
council
agree
with
the
approach
to
selling
properties
and
using
proceeds
to
fund
projects
advancing
the
key
initiatives
of
the
facilities
master
plan,
who
wants
to
go
first.
B
Hello,
wake
up
we'll
go
with
council
member
Spear
and
then
we
have
council,
member
Wallach.
H
Thanks
I
think
Mark's
hand
just
beat
mine,
though
I
was
just
Jenny
I
was
wondering.
Can
we
just
answer
all
three
of
these
questions
as
we're
commenting?
Is
that
okay,
you.
B
Know
what
I
just
agreed
I
and
would
you
let
me
read
all
three
of
them,
so
the
first
one
do
we
agree
with
the
approach
to
selling
properties
and
using
the
proceed
to
fund
projects
advancing
the
key
initiative
of
the
facilities
master
plan.
This
Council
support
ring
fencing,
captured
saving
to
finance
annual
debt,
Services
payments
and
fun
on
ongoing
operations
in
maintenance
of
City
buildings
and
the
third
one.
B
H
For
me,
then,
it's
yes,
yes
and
yes,
I
think
this
is
a
really
clever
solution
to
a
problem
that
none
of
us
really
created,
but
we're
now
forced
to
solve,
and
so
thank
you
to
facilities.
Thank
you
to
finance,
thank
you
to
staff
for
for
coming
up
with
these
clever
Solutions
out
of
our
turkey
hard
problems.
H
I
heard
you
say
on
that
last
one
staff,
just
that
that
we
would
be
making
sure
that
these
public
private
Partnerships
any
that
we
would
be
looking
into
are
really
aligned
with
our
city,
values
and
goals
and
priorities,
things
that
we're
trying
to
achieve
and
I'm
very
supportive
of
that
approach
and
I
think
it
would
be
wonderful
for
Council
to
hear
a
little
bit
more
if
my
colleagues
agree,
as
some
of
those
details
get
get
sorted
out
just
to
to
just
to
hear
a
little
bit
more
about
that.
H
F
I
think
it's
slightly
longer,
but
yes
agree
with
my
colleagues
fantastic
work,
very
creative
financing
approaches
here,
I'll
just
say
on
the
number.
One
definitely
agree
with
the
approach.
Just
I
know
you're
thinking
about
the
future
of
work,
but
I
just
want
to
encourage
you
to
continue
that
right,
like
as
as
we
continue
to
have
remote
work,
be
a
really
big
and
important
part
of
the
city
organization
to
just
think
about.
Maybe
there's
one
other
building
that
we
could
consolidate
away
from.
F
You
know,
as
as
we're
able
to
be
more
Thrifty
with
our
use
of
space,
and
you
know
hoteling
spaces,
and
things
like
that.
So
I
know
you're
thinking
about
that,
but
just
wanted
to
to
emphasize
that
because
we
might
could
go
even
a
little
bit
further
with
the
consolidation.
You
know,
based
on
what
how
things
may
look
like
in
the
future
and
then
I'll
just
say,
I
think
the
the
ring
fencing
is
a
good
idea.
F
F
The
savings
should
be
identified
in
debt
and
and
used
for
that
purpose,
but
in
case
of
emergency,
just
maybe
to
preserve
some
flexibility
and
appreciate
what
Nicole
said
about
the
p3s
being
reflective
of
Boulder's
values
and
to
pass
on
more
details
as
you
get
them
thanks.
So
much.
B
I
Thanks
Junior
we'll
keep
it
simple,
so
we
get
clear
describe
yes,
yes
and
yes,
and
share
thoughts
of
my
colleagues
on
all
those
pieces.
They
said
it
well
and
thanks
for
the
presentation,
I
thought
it
was
really
well
detailed
and
the
intentionality
around
thinking
about
these
things
is
really
important,
as
we
Face
some
of
these
tougher
challenges
or
get
exposed
in
some
of
our
vulnerabilities
in
our
portfolio.
So
thanks
for
the
adaptation
and
sort
of
trying
to
maintain
that
robust
portfolio
going
forward,
so
thank
you
guys.
B
Thank
you
very
much.
All
and
I
just
want
to
add.
Thank
you
staff
for
this
great
presentation
and
I.
Don't
have
any
more
to
add,
but
to
say
yes,
yes
and
yes,
and
that
it
was
such
a
great
presentation.
We
we
get
it.
Thank
you
so
much,
and
and
thank
you
very
much
for
all
the
work.
I
think
council
member
spear
just
put
some
appreciation
on
this
chat
for
the
presentation
as
well.
B
So
thank
you
for
the
great
presentation,
greatly
appreciated
and
there's
no
further
discussion
on
this
one
at
this
time
and
I
wonder:
did
staff
get
everything
that
it
needed
in
order
to
move
forward
today.
E
C
L
B
C
Thank
you
so
much
council
member
and
the
last
time
we
were
talking
about
Family,
Colorado,
Family
and
Medical
Leave
insurance
program.
We
came
to
you
in
November
to
pass
a
resolution
saying
we
are
sticking
sort
of
with
our
city
leave
program
because
it
offered,
in
our
estimation,
better
benefits
as
we
move
forward.
But
we
took
to
heart
what
you
had
mentioned
to
us
about.
Can
we
look
a
little
bit
more
at
the
kind
of
benefits
and
support
that
we
provide
our
seasonal
and
temporary
employees
and
our
Chief
Human
Resources
Director?
M
Thank
you.
Nuria
I
appreciate
the
introduction.
I
Am
David
Bell,
the
Chief
Human
Resources
officer,
I'm,
happy
to
be
here
this
evening
and
visiting
with
all
of
you
about
seasonal
and
temporary
employee
benefits,
primarily
around
lead,
support,
income
support
and
it
is
related
to
the
Colorado,
Family
and
Medical
Leave
insurance
program.
I'd
love
to
just
jump
into
the
slides
and
have
them
walk
us
through
our
conversation
a
little
bit
this
evening
and
end
with
a
touch
of
discussion
and
questions,
so
we'll
jump
into
the
next
slide.
M
Please
it
was
November
in
which
we
had
conversation
on
the
family
program,
November
3rd
2022.
We
recommended,
as
staff
to
the
city
council,
to
opt
out
of
the
Colorado
Family
insurance
program.
What
that
did
was
it
delayed
any
participation
until
we
opt
in
in
a
future
date?
If
we
so
choose
to
this
family
insurance
program,
the
year
of
2023
is
a
contribution
only
with
no
benefits
paid
for
any
participants.
We
have
an
opportunity
to
jump
in
at
any
future
date.
M
At
the
start
of
the
year,
we
have
to
reaffirm
formally
with
the
state
of
Colorado,
once
every
eight
years,
our
participation
status
for
the
Colorado
Family
program.
Employees
are
able
to
direct
participate
to
the
state
program.
By
their
own
hand,
another
option
that
was
available
that
we
also
did
not
choose
was
to
facilitate
employee,
Choice
payroll
deductions
to
the
state
of
Colorado
one
other
piece
of
background.
We
did
choose
to
recommend
the
opt-out
of
this
program,
as
did
many
other
municipalities
at
this
time.
M
We
have
that
option
where
private
employers
do
not
for
this
particular
program.
We
are
interested
in
watching
the
development
of
the
program
over
time
and
given
that
we
have
collective
bargaining
agreements
that
have
certain
benefits
in
place
and
certain
insurances
that
support
various
aspects
of
leave
management,
it
was
important
for
us
to
be
able
to
take
time
to
study
all
the
different
programs
that
are
available
to
us
and
build
the
best
program
and
make
changes
over
the
appropriate
timeline
for
our
benefits.
Support
next
slide,
please,
foreign.
M
On
November
3rd,
there
was
discussion
prior
to
the
opt-out
vote
to,
as
Maria
mentioned,
investigate
ways
to
support
our
seasonal
and
temporary
employees.
Now
the
message
was
delivered
and
received
around
the
support
that
could
be
offered
to
seasonal
and
temporary
employees,
often
our
lower
wage
earners
partially
based
on
the
rate
of
pay
for
certain
positions,
but
also
just
on
the
length
of
employment
and
the
volume
of
hours
per
week.
We
often
employ
individuals
for
less
than
a
full
year
in
a
seasonal
capacity.
M
Three
months,
six
months,
nine
months
and
any
variable
in
between
and
those
seasonal
positions
could
be
15
hours
a
week,
10
hours
a
week
up
to
35
hours
a
week.
We
also
have
temporary
employees
and
they
receive
a
certain
portion
of
benefits
and
they
could
be
full-time
for
up
to
generally
a
year.
But
we
don't
go
beyond
that
for
temporary
employees
in
most
cases.
We
also
know
that
we
have
a
number
of
seasonal
employees
who
return
these
adaptive
Seasons.
M
So
we
might
have
folks
who
return
three
or
four
or
five
years
in
a
row
and
actually
have
some
folks
who
work
in
seasonal
roles,
who
have
been
here
for
the
double-digit
years
of
employment
with
the
city
of
Boulder.
So
we
did
look
into
the
on
the
request
of
city
council,
some
options
that
could
be
available
for
us
in
support
of
our
seasonal
and
temporary
employees
in
regards
to
leave,
leave
the
port
and
income
replacement.
First
and
foremost,
we
worked
with
our
vendors.
M
We
actually
have
a
short-term
disability
program
and
that
vendor
we
engage
with
that
group
around
the
cost
to
process
and
not
only
process
claims
but
support
income
replacement
for
seasonal
and
temporary
employees.
We
asked
about
building
a
program
specific
for
the
city
of
Boulder
through
one
of
our
vendors
that
also
added
absences
for
care.
Family
member,
which
most
short-term
disability
plans,
do
not
do.
M
What
we've
learned
is
that
there's
a
lack
of
Desire
by
most
vendors
to
participate
in
kind
of
an
income
support
for
non-personal,
injury
or
illness,
and
we
began
watching
with
our
local
Partners
options
they
were
using
and
we
have
seen
some
transition
into
kind
of
a
local
run
program
similar
to
Colorado
family
and
a
handful
of
others
have
participated
in
Colorado
Family
next
slide.
Please
there's
a
touch
more
about
our
program
review.
M
We
did
review
not
only
the
leave
management
piece,
but
also
other
seasonal,
employee
benefits,
with
certain
hours
of
work
on
a
schedule
and
in
a
planned
employment,
engagement,
seasonal
and
temporary
employees.
May
in
fact
be
eligible
for
medical
leave,
Dental
leave,
Etc,
I'm,
sorry,
medical
and
dental
insurance,
Etc
and
earning
of
some
paid
sick
time,
but
there
are
limits
to
that
amount
of
sick
time
depending
on
the
employment
type,
but
we
actually
reviewed
a
bit
of
our
medical
insurance
benefits
and
our
disability
benefits
and
leave
management
benefits.
Next
slide.
M
Please
well
this
evening,
I'm
here
to
share
that
we
are
recommending
the
staff
of
the
human
resources
to
not
address
or
participation
status
with
the
city
of
Boulder.
During
2023.,
that
would
be
for
any
potential
implementation
or
use
of
the
program
in
2024.
Again,
we
can
go
back
and
make
changes
to
participate
at
a
future
date,
but
at
this
time
with
the
web
of
benefits
that
we
provide
in
different
manners
to
all
of
our
different
employees,
we're
not
here
to
make
a
recommendation
of
teams
at
this
particular
time
next
slide.
M
We
are
here
to
talk
about
some
ideas
and
thoughts
that
we
think
are
implementable,
which
we're
calling
our
Boulder
program
or
Boulder
leave
program.
What
we've
done
is
we
have
developed
a
framework
for
a
program
that
could
provide
support
to
the
seasonal
and
temporary
employee
benefits,
specifically
for
income
replacement
in
the
event
of
personal
injury
and
illness
and
family,
illness
or
injury.
What
that
looks
like
for
us
is
trying
to
support
with
income
Replacements
small
numbers
of
individuals
that
may
need
this
particular
benefit.
M
M
Our
program
currently
is
focused
on
seasonal
and
temporary
employees
and
again
with
our
other
employment
groups
having
disability
benefits
from
either
the
Standard
Insurance
company
or
from
fppa
for
a
public
safety
employees.
It's
important
for
us
to
focus
on
our
seasonal
and
temporary
employees
who
do
not
have
access
to
that
seasonal,
I'm,
sorry
to
the
lead
benefit.
Our
eligibility
piece
would
be
for
all
seasonal
and
temporary
employees.
Again,
seasonal
employees
could
be
a
handful
of
months,
could
be
nine
months,
we've
seen
10
month,
seasonal
employees
and
temporary
employees
for
any
length
in
any
given
year.
M
Next
slide
we
needed
to
develop
an
amount
of
benefit
payment
as
a
potential
for
this
program
and
we
developed
a
sliding
scale
to
provide
a
full-time
employee
somebody
who
is
working
12
months
a
year
40
hours
per
week.
The
12
weeks
of
qualified
income
replacement
leave
similar
to
that
of
the
Colorado
Family
program.
Colorado
Family
program
would
require
medical
documentation
Etc
to
qualify
for
that
particular
payment.
M
Please
I'm
only
showing
you
a
handful
of
items
here
just
to
keep
it
simple,
but
you
can
imagine
there
is
a
column
on
this
larger
chart
that
we
have
in
our
office
for
each
of
the
12
months,
12
months,
11
months,
10
months,
all
through
and
a
calculation
for
every
hour
increment
that
could
exist
in
the
Grid
in
any
given
week.
So
it
is
12
by
40,
but
you
can
see
the
very
top
left-hand
quarter.
M
12
months
40
hours
per
week
would
qualify
for
480
hours
of
potential
leave
nine
months
40
hours
a
week,
360
hours
of
leave
and
income
replacement
six
months
would
be
half
of
the
12-month
value
240
hours,
and
you
see
the
increments
Down.
Based
on
the
number
of
hours
worked
per
week.
It's
incumbent
on
us
in
this
program
to
clearly
identify
an
individual's
status.
M
The
concept
is
that
the
employees
would
accrue
these
particular
hours,
so
one
of
our
learnings
from
the
healthy
family,
workplace
act
and
emergency
Health
lead
is
that
we
can
dedicate
certain
leave
types
for
certain
activities,
so
this
concept
would
allow
seasonal
and
temporary
employees
to
accrue
specific
leave
for
income
replacement
alongside
their
General
sick
leave.
The
general
sick
leave
is
a
smaller
amount
based
on
the
requirements
of
the
healthy
family
workplace
act.
This
would
be
in
parallel
and
a
crew
in
a
different
way.
M
Our
goal
would
be
to
have
individuals
accrue
each
pay
period
And
by
the
halfway
point
of
their
planned
engagement
with
us.
They
will
have
accrued
their
full
bucket
of
lead
to
use
in
case
of
personal
injury
or
illness
or
family
injury
or
illness.
It
would
not
be
available
for
a
general
sick
day
for
a
cold
for
a
fever
for
illness
of
a
child.
For
a
single
day,
it's
more
for
the
extreme
leaves
that
would
be
covered
by
Family
Medical,
Leave
Act
and
the
Colorado
Family
Programs
we're
following
that
path
of
claim,
submission
and
approval.
M
The
next
piece
of
this
is
to
determine
the
payment
amount,
and
while
we
have
not
yet
determined
or
recommending
a
full
percentage
of
pay
for
income
replacement,
we
are
modeling
different
samples
based
on
the
60
to
90
income
replacement
available
in
the
Colorado
Family
program,
and
that's
60
to
90
scale
by
Colorado.
Family
is
based
on
General
earnings,
we're
not
sure,
but
that
fits
for
this
particular
solution
right
now,
but
we're
modeling
that
piece
on
a
flat
rate
for
any
of
our
seasonal
and
temporary
employees.
M
Our
next
slide,
please
is
the
costing
component
here
and
what
we're
noting
it
that,
with
a
percentage
of
potentially
10
percent
of
seasonal
employees,
seasonal
temporary
employees
using
the
program
there
could
be
a
cost
of
200
to
250k
in
income
replacement,
with
sort
of
a
75
to
80
percent
estimate
for
income
replacement
at
this
time.
The
concern
we
have
here
is
that
we
do
not
have
a
measurement
of
employee
behaviors.
M
In
regards
to
leave
management
right
now,
we
know
that
our
current
employees
use
a
series
of
our
benefits
at
around
that
10
level
accessing
FMLA
and
the
standard
disability
insurance
at
PPA.
Etc
and
we've
tried
to
apply
that
model,
but
we
think
it
may
be
a
touch
High.
The
other
piece
we
would
not
know
at
this
time
is
a
length
of
a
period
of
leave
and
right
now,
we've
modeled
then
based
on
a
full
allotment
at
the
12
week.
M
I'm
sorry,
12-month
accrual
rate,
rather
than
kind
of
dialing
back
a
20-hour
employee
on
a
six-month
accrual
I
would
have
a
smaller
amount
available
to
them.
So
we're
trying
to
build
that
proration
in
and
to
our
cost
estimates.
So
this
may
be
a
bit
High.
The
last
piece
is
we're
still
determining
funding.
We
are
in
the
development
and
exploration
of
this
program,
so
we
have
not
submitted
directly
for
any
budget
components.
M
This
is
a
very
different
number
than
the
1.3
million
dollars
that
we
expected
the
fees
would
be,
and
contributions
would
be
to
the
Colorado
Family
program
should
we
fully
participate
across
all
of
our
employment
groups,
standard
employees,
seasonals
and
Temporaries
again.
This
covers
only
the
approximately
900
to
1000
individuals
who
work
some
part
of
the
year
in
that
seasonal
and
temporary
Academy
10
estimate
of
their
usage
and
a
very
large
assumption
that
they'd
be
using
a
significant
amount
of
hours.
M
With
this
exploration
and
determining
what
we
can
provide
to
individuals
who
engage
with
us
in
shorter
term
employment,
especially
year
after
year,
employment,
one
last
piece-
we
do
have
a
couple
other
thresholds
in
place
and
that
are
matched
to
the
Colorado
Family
program.
There
is
a
requirement
with
Colorado
family
that
an
individual
earns
twenty
five
hundred
dollars
with
an
employer
before
they
become
eligible
for
the
benefits.
We
have
some
small
kind
of
run-in
Gates
that
we
would
have
in
place
for
this
program
as
well.
M
B
H
It's
got
to
give
us
a
second
Dooney.
It's
been
a
long
week,
all
right,
so
the
one
of
I
think
most
of
my
questions
are
just
around
kind
of.
How
would
these
benefits
for
the
seasonal
and
temporary
workers
here
in
Boulder
have?
How
does
that
compare
to
what
what
folks
would
get
if
we
were
to
enroll
in
the
family
program,
I
mean
I
know
you
know
we're
not
we
decided
we
wouldn't
last
fall,
but
I
think
that's
that's
sort
of,
in
my
mind
is
how
do
these
things
compare?
H
M
So
the
first
step
there.
Thank
you
for
the
question.
The
first
step.
There
is
around
the
initial
eligibility
requirements
and
whether
it
would
be
our
program
or
the
Colorado
Family
program,
there's
a
minimum
amount
of
earnings
that
have
to
come
in
place
that
2500
minimum
earning
before
a
person
could
submit
a
claim.
So
we
would
follow
that
same
first
threshold
of
becoming
eligible.
M
At
that
point,
we
would
have
throughout
the
employment
period
of
the
seasonal
and
temporary
employees,
an
earning
of
a
portion
of
their
allotment
based
on
their
hours
worked,
and
it
is
a
half
an
hour
per
hour,
worked
over
the
course
of
their
employment.
But
we
need
we're
elevating
that
actually
earning
a
half
hour
per
hour
worked
each
pay
period
so
that
total
it
is
a
quarter
of
their
whole,
earned
time
during
their
engagement
period.
M
The
short
way
of
saying
that
is
that
full-time
40
hour
a
week
12
month
employee,
would
earn
480
hours.
That's
nearly
500,
which
is
one
quarter
of
these
standard,
2080
hours
that
individuals
earn
so
we're
trying
to
make
it
available
as
soon
as
a
person
hits
that
2500
earning
Mark
based
on
what
they've
accrued
to
date
and
then
continue
earning
and
still
have
some
earnings
occurring
once
they
return
from
their
leave.
M
The
next
piece
in
relation
to
the
Colorado
family
plan
is
that
the
benefit
of
that
program
and
this
developing
program
is
it
covers
personal
injury
and
illness
and
family
injury
and
illness.
When
many
other
plans,
such
as
that
short-term
disability
plan,
only
covers
a
personal
injury
or
illness,
we
would
engage
with
our
short-term
disability
provider
to
determine
the
cost
for
claim
processing
we
can
handle
leave
management
within
Human
Resources.
H
Thank
you
and
I
think
one
of
the
other
questions
I
have
is
what
are
other
cities
doing
around
this
kind
of
seasonal
and
temporary
worker
I
mean
is,
is
what
we're
talking
about
here?
Kind
of
a
newer
thing
for
other
local
governments,
for
example,
that
didn't
opt
into
the
family
program
or
other
cities?
Do
they
do
this
kind
of
thing.
M
At
this
particular
moment,
we
feel
we
are
walking
at
a
very
similar
Pace
in
program
development.
As
a
lot
of
other
cities,
counties
Etc,
individual
individuals
have
reported
to
us
that
they
are
tapping
into
their
short-term
disability
vendor
and
asking
the
same
questions
we
asked.
M
If
an
employee
has
a
seasonal
and
temporary
is
qualified
to
submit
wages
to
the
Colorado
Family
program,
meaning
they're
very
much
on
the
on
the
edge
right
now
of
how
they
collect
contributions
and
how
they
qualify.
Individuals
in,
but
nothing
about
program
development.
So
we're
kind
kind
of
out
here,
working
and
chatting
with
our
cohorts
about
what
kind
of
plan
might
be
available.
I
think
this
could
be
a
more
common
solution
within
this
year
and
next
year
for
municipalities.
H
M
This
is
the
group
that
Council
identified
through
conversation
in
November
that
we
wanted
to
address
because
of
that
very
issue.
We
felt
that
they
were
the
employees
that
were
not
covered
by
our
other
disability
programs
that
fully
covered
for
Paid
Family
Leave,
not
exactly.
We
have
a
short-term
disability
that
comes
into
place
for
a
personal
injury
and
illness
or
disability
through
other
vendors
outside
of
our
non-union
plan.
Union
have
different
benefits.
H
Okay,
thank
you
and
then
have
we
gotten
any
feedback
from
employees
on
on
what
they
think
about
this,
or
were
you
wanting
to
come
to
us
first
and
then
and
then
do
some
Outreach
to
that
group?
It.
M
Is
the
latter
we
wanted
to
hear
from
you
given
our
November
third
conversation
and
make
sure
that
we
brought
this
forward
not
only
for
your
feedback
so,
but
also
so
that
you
would
see
the
timing
of
the
program,
especially
in
relation
to
the
budget.
The
message
also
delivered
in
November
was
that
we
were
a
bit
late,
opting
in
to
be
able
to
choose
to
impact
the
budget
or
Not
by
participation,
so
we
certainly
want
to
visit
with
you
first
and
now
we
will
begin
some
general
engagement.
M
We
do
know
that
the
seasonal
employees
have
asked
in
small
batches
about
different
benefit
plans
over
time
hasn't
been
widespread,
but
we're
ready
to
begin
some
version
of
Engagement
with
our
staff.
H
Thank
you
appreciate
that
David
and
Julie.
Do
you
want
like
any
comments
now
or
do
you
want
to
do
questions
and
then
comments?
You're,
welcome
to
comment
thanks,
yeah,
no
I
I
really
appreciate.
You
know
that
that
you
all
are
thinking
about
this
and
how
we
can
meet
the
needs
of
our
seasonal
and
temporary
workers.
I
think
it's
a
group
of
workers
that
are
often
left
out
of
really
critical
benefits
and
I
think
I
kind
of
came
into
this.
H
This
discussion
tonight
with
just
a
little
bit
of
a
different
memory
of
what
it
was.
We
were
going
to
be
kind
of
talking
about
tonight.
I
think
one
of
the
things
that
I've
been
really
interested
in
knowing
about
as
we
head
into
budgeting
for
2024
is
just
a
little
bit
more.
You
know
end
up
like.
H
What's
the
benefit
of
you
know
the
family
program
versus
the
the
programs
that
we
already
have
in
place
kind
of
with
this
one
captured
too
and
I
may
have
been
Mis
misremembering
and
misunderstanding
our
previous
conversation.
H
But
you
know
my
what
I
remembered
from
that
was
that
we
were
going
to
be
not
not
opting
in
because
of
the
kind
of
late
late
decision,
because
you
know
we
hadn't
allocated
any
money
for
it
in
the
budget
because
we're
still
exploring
what
impact
it
might
have
on
our
our
employees
relative
to
the
benefits
that
they
already
had,
but
that
we
were
going
to
be
coming
back
to
it
in
the
course
of
the
budgeting
process
and
being
able
to
think
more
about
you
know.
H
Do
we
do
we
want
to
step
into
this
to
have
a
more
kind
of
intentional
and
mindful
discussion?
Having
gathered
some
of
that
information,
so
I
think
that
and
that's
that's
my
bad
for
not
not
kind
of
looking
at
the
packet
a
couple
weeks
ago
and
giving
you
know
that
that
feedback
prior
to
this
week,
but
I
I,
think
I
I
would
still
like
to
have
that
discussion,
because
I
don't
really
want
to
end
up
in
a
place.
H
You
know
where
maybe
it's
10
years
down
the
road
and
we're
just
starting
to
think
about
family,
but
you
know
I
think
this
is
a
really
important
program
for
for
people
across
the
state
and
for
employees
and
I
would
still
just
like
to
to
know
what
what
does
it
mean
to
be
a
part
of
family
versus
not
and
to
be
kind
of
putting
together.
H
M
Thank
you
and
I
do
apologize
if
I
missed
a
little
bit
of
the
Mark
or
a
bunch
of
the
mark
and
we'll
continue
to
work
on
this
issue.
Of
course,
you
know
we
were
really
focused
on
this
one
Gap
in
benefits,
primarily
knowing
that
we
cover
so
many
other
pieces
for
all
of
our
employees
and
that
we
had
some
complexities
in
the
web
of
benefits
that
we
have
and
there's
some
timing
to
undo
certain
components
at
certain
times.
But
we
are.
M
H
And
thank
you
I,
don't
I,
don't
mean
to
dismiss
I
mean
it's
clear
that
you
all
put
a
lot
of
thought.
It
didn't
work
into
trying
to
figure
out
how
to
how
to
cover
our
seasonal
and
temporary
workers,
and
I
really
appreciate
that
that
we're
thinking
about
those
things.
So
thank
you
for
all
that
you
are
continuing
to
do
to
understand
these
different
programs
and
how
we
can
help
benefit
our
employees.
Thank
you.
F
And
I've
got
comments
if
that's
all
right,
Janine,
just
David
thanks
so
much
to
you
and
your
department
and
the
other
Finance
people
who
contributed
to
this.
This
looks
like
a
really
well
thought
designed
thoughtful
approach
to
helping
out
our
seasonal
and
temporary
employees
with
family
medical
leave.
F
So
I'm
I'm
proud
that
we're
taking
this
step
you
to
plug
this
Gap
in
our
benefit
system,
because
I
think
from
my
memory
of
the
conversation
last
fall
was
that
your
analysis
generally
showed
that
our
benefits
at
the
city
were
equal
to
or
greater
than,
those
provided
by
the
family
program,
which
was
why
you
know
I
was
comfortable
at
that
time.
Saying:
okay,
I!
F
Guess
we
don't
need
to
engage
with
that
as
a
city,
because
it
looks
like
we're
doing
better,
except
that
there
was
this
Gap
for
temporary
and
seasonal
employees,
and
you
seem
to
have
you'd
be
proposing
something
that
will
ably
plug
that
Gap.
So
I
really
appreciate
that
fully
supportive
and
then
to
Nicole's
point
I.
F
Think
it's
it'll
be
important
to
watch
how
the
family
program
develops
over
the
years
right
and,
as
we,
you
know,
go
through
different
negotiations
with
our
unions
on
different
benefit
packages
and
just
to
always
keep
an
eye
on
what
the
future
of
this
program
is
and
to
see
if
it
ever
might
be
a
better
fit
for
the
city.
But
it
seems
pretty
clear
that
right
now
we're
on
a
really
good
path
with
with
this
addition
for
the
temporary
and
seasonal
employees.
So
thanks
so
much
for
your
work,
all
your
work,
I'm,
very
supportive.
J
I'll
be
super
quick,
I
just
wanted
to
say
thank
you
for
bringing
this
back.
This
is
what
what
I
was
expecting
us
to
talk
about
and
I.
Many
of
you
will
recall
that
I've
complained
over
the
years
that,
like
we
asked
for
things
and
then
we
never
Circle
back
and
so
I
actually
had
like
a
a
little
calendar
note
make
sure
staff
came
back
to
us
on
this
to
make
sure
that
seasonal
intent
employees
are
not
left
behind,
so
I
didn't
have
to
act
on
that
note
and
I
just
want
to
say.
I
Yeah
thanks
David
for
for
this
and
I
I
agree
with
Rachel.
This
is
kind
of
right
in
the
Wheelhouse
of
where
I
thought
we
would
land
on
this
and
I
always
viewed
family
as
the
floor,
not
the
ceiling
and
that
I
always
had
the
expectations
based
on
our
city
values
that
we
would
never
just
rest
on
the
floor.
I
We
would
always
go
above
and
beyond,
because
that's
who
we
are
as
a
community
and
so
I
always
view
us
being
able
to
take
that
floor
and
expand
and
improve
and
go
beyond
that,
and
that's
what
we're
doing
and
filling
this
Gap
I
think
stays
true
to
that.
So
I
appreciate
all
the
hard
work
in
order
for
us
to
do
that,
and
certainly
you
know
where
Aaron
pointed
out
of-
let's
monitor
it.
I
have
expectations
that
we'll
always
be
exceeding
what
family
is,
because
that's
meant
to
be
a
floor
for
for
other
folks.
I
That
may
not
have
the
the
same
threshold
and
level
of
commitment
that
we
do
so
I
appreciate
all
that
work
and
and
really
all
to
the
entire
city
starts
with
Nuria
and
everybody
else.
That
commitment
to
staff
is
really
important,
so
thanks
for,
following
up
with
that.
J
B
Seeing
none
at
this
time,
I
just
wanted
to
add.
Thank
you
for
the
presentation
and
I
appreciate
you
the
comments
that
you
made
because
it
put
things
into
perspective.
For
me,
you
mentioned
the
1.3
million
as
opposed
to
the
200
to
250
000
coming
from
the
city
and
that
somehow
all
programs
are
better
or
comparable
to
what
the
state
is
providing
and
I
understand
as
well
a
lot
of
people
at
the
Capitol
when
they're
drafting
laws.
B
They
hope
that
the
laws
will
be
implemented
or
if
there
is
an
opt-out
process
or
portion,
is
that
the
CDs
or
there
will
be
other
mechanisms
used
as
well
to
ensure
that
people
get
the
coverages
that
they
need
so
ultimately,
knowing
the
process
how
it
works.
I
I
mean
I,
read
by
reading
the
legislative
Declaration
of
that
bill.
B
I
can
see
the
intent
of
the
drafters
or
the
people
who
carried
the
bill,
but
ultimately
seeing
that
or
seasonal
and
temporary
workers
will
be
provided
so
that
Gap
will
be
plugged
in
so
ultimately,
I
would
say
we
are
moving
in
the
right
direction
to
ensure
somehow,
even
though
we're
not
opting
into
this
particular
program,
we're
doing
the
work,
we
are
ensuring
that
Community,
not
community
members,
but
all
workers
who
at
times
are
community
members
as
well,
are
protected.
B
So
at
first
when
this
first
came
before
Council
I
was
in
full
support
of
obtaining
to
the
process
and
hearing
from
what
I'm
hearing
from
you
at
this
time,
even
though
I
still
believe
in
the
in
the
family
program,
I
believe
that
the
city
is
moving
in
the
right
direction
and
up
ultimately
If.
Eventually,
you
decide
to
join
into
this
particular
process
or
program.
B
I
I
would
welcome
it.
I
think
it
would
be
great,
but
ultimately
I
think
we
are
doing
the
work,
whether
we
are
in
or
not
into
this
particular
program
at
this
time,
based
on
what
I
heard.
So
thank
you
for
that,
and
are
there
any
other
comments?
Coming
from
Council
at
this
time,
seeing
none
forever
hold
your
peace.
No
one
else
great!
Well,
thank
you
for
coming
by
David
and
thank
you
for
this
presentation
and
moving
on
right
along.
We
are
killing
it
tonight.
B
The
next
conversation
is
the
presentation
on
minimum
wage
and
I
will
pass
it
on
to
Nuria.
Thank
you.
C
Thanks
so
much
and
it
is
moving
quite
along.
So
thank
you
for
that
council
member.
Our
next
conversation
is
really
an
update
on
what
have
been
to
date.
The
minimum
wage
efforts.
I
know
that
councilmember
folkerts
has
been
leading
that
effort
on
behalf
of
council
and
she
is
making
her
way
over
to
the
meeting
as
I
am
talking
and
trying
to
buy
enough
time.
But
if
that's
not
there,
we
will.
C
C
I'll
say
last
time
we
had
spoken
about
the
topic
you
all
voted
to
have
council
member
for
groups,
be
the
council
representative
on
a
regional
Consortium
that
is
looking
at
the
issue
of
minimum
wage
on
this,
and
with
that
we
had
staff
supporting
that
work
as
I
do
not
see
council,
member,
folkerts
and
I'm
sure
she'll
be
coming
in
shortly
and
provide
a
little
bit
more
of
context
for
that
Taylor.
C
Why
don't
I
just
suggest
that
you
provide
a
little
bit
of
that
conversation
and
a
presentation
and
I'm
sure
we
go
out
there?
She
is
I
spoke
just
long
enough,
council
member
to
give
you
some
time.
Thank.
N
You
so
much
and
thank
you
for
your
patience.
Everyone
I
just
wanted
to
start
with
talking
about
why
we're
looking
at
minimum
wage
at
the
municipal
and
Regional
levels,
the
sort
of
origins
of
this
effort
in
2019
the
state
legislature
a
past,
an
ordinance
that
gave
local
governments
the
right
to
set
their
own
minimum
wage
and
later
that
year,
with
support
from
then
council
member
swetlick.
The
Consortium
began
discussions
on
that
topic,
but,
as
we
all
remember,
2019
was
the
beginning
of
the
covid-19
pandemic.
N
Four
years
later
we
have
some
new
council
members.
The
pandemic
is
endemic
and
we
have
felt
numerous
impacts
to
our
economies,
evidenced
by
sharp
increases
in
inflation,
interest
rates
and
costs
of
living
in
general
wages
in
our
community
just
haven't
kept
up
with
cost
of
living
increases
and
the
differences
are
becoming
more
and
more
challenging
for
our
community
members
to
overcome,
and
this
challenge
is
shared
by
many
of
our
surrounding
communities.
N
N
This
Council
supported
my
participation
in
the
minimum
wage
working
group
through
the
Consortium
of
cities
and
over
the
last
year
that
working
group
has
meant
to
admit
to
examine
the
enabling
legislation,
understand
the
required
process
and
conduct
early
engagement
with
cities
and
stakeholders
to
initially
assess
the
needs
and
interests
of
our
communities.
N
These
conversations
have
established
the
foundation
necessary
for
exploring
this
joint
effort,
and
tonight
we
are
not
proposing
a
recommendation
or
asking
for
a
final
decision
on
a
wage,
Target
or
timeline,
but
we
are
at
a
point
where
it
would
be
helpful
to
have
our
Council
for
all
the
various
working
group
members
weigh
in
on
next
steps.
So
tonight
we
are
checking
in
on
your
support
for
continued
collaboration
with
the
working
group
and
so
that
we
can
better
scope
the
needs
and
next
steps
for
future
decision
making.
L
Thank
you
so
much
Lauren
and
thanks
so
much
for
your
continued
leadership
on
this
effort.
As
everybody
see
on
my
screen
all
right
good
evening,
Council
Taylor,
Ryman
assistant
to
city
council
and
we're
going
to
talk
about
the
update
on
the
work
of
the
minimum
wage
working
group
through
the
Boulder
County
Consortium
of
cities.
L
So,
as
Lauren
mentioned
in
2019,
the
state
lifted
the
preemption
on
local
governments
setting
their
own
minimum
wage
laws.
Here's
some
highlights
from
the
bill
ordinance.
Adoption
must
be
preceded
by
Community
engagement
with
the
groups
listed
here.
In
addition
to
the
reasons
Lauren
mentioned.
The
second
piece
is
another
big
part
of
what's
informed
our
regional
approach.
Only
10
percent
of
jurisdictions
across
the
state
can
adopt
a
different
minimum
wage
ordinance,
but
an
IGA
covering
several
municipalities
within
a
county
is
considered
one
in
that
calculation.
L
Next,
any
raise
either
an
escalation
to
a
Target
or
an
annual
adjustment
must
coincide
with
the
state
increase
on
January
1st
and
finally,
escalation
is
limited
to
1.75
or
15.
Whichever
is
higher
so
there's
some
statutory
limits
laid
out
in
the
bill
and
on
one
hand
these
reduce
the
decisions.
We'd
need
to
make.
On
the
other
hand,
it
does
create
a
one-size-fits-all
approach
that
might
not
be
suitable
for
all
communities,
implementation
date
and
dates
for
escalation,
and
adjustments
are
fixed
to
January
1st
employee
time
and
jurisdiction
is
covered,
but
passing
through
is
not.
L
It
covers
all
workers
and
emancipated
minors
and
does
not
allow
exemptions
for
things
like
small
businesses
and
tipped
wages
can
be
three
dollars
and
two
cents
less
than
the
adopted
wage
or
whatever.
The
state
tip
credit
is
that
those
must
align
on
the
policy
discretion
front.
These
are
choices
that
we
have
a
little
bit
more
flexibility
in
a
regional
approach,
though
most
of
these
discretionary
items
will
need
consensus
from
participating
communities,
except
for
items
like
enforcement
and
escalation
schedules,
which
can
be
local
decisions,
so
Target
and
annual
increase
to
reach
that
Target.
L
Typically
escalation
periods
are
about
three
to
five
years
after
escalation,
we
can
choose
how
to
make
regular
adjustments
into
the
future,
otherwise
known
as
indexing,
whether
or
not
to
expand
the
wage
to
cover
unemancipated
minors,
and
we
can
rely
on
the
state's
existing
enforcement
system
or
create
our
own.
So
those
are
all
things
that
we
have
more
decision
in.
L
So
these
the
slide
here
outlines
where
the
current
wages
are
and
communities
pursuing
the
new
Authority
and
for
reference
city
of
Boulder
falls
under
the
state
minimum
wage
at
13.65
cents
an
hour.
This
fall.
We
know
that
the
state's
going
to
announce
the
24
2024
increase
and
based
on
the
first
quarter
of
2023
inflation
estimates.
We
might
see
that
adjustment
in
2024
come
to
about
14.24
cents
an
hour
if
the
4.3
percent
inflation
rate
from
2023
first
quarter
remains
about
that
rate.
L
City
self-imposed
living
wage
does
exist
for
our
Workforce
and
it
is
right
now
at
17.42
cents,
Denver
was
the
first
to
pursue
the
new
Authority
and
they
completed
the
process
in
three
months.
This
was
supported
by
strong
Council
engagement
and
years
of
engagement
right
beforehand
on
a
self-imposed
city.
Minimum
wage
like
we
have
it,
was
sort
of
a
springboard
into
expanding
that
to
a
community-wide
minimum
wage.
L
L
This
is
just
to
give
an
idea
of
where
we're
at
right.
Now,
as
you
can
see,
there
is
several
movements
on
raising
wages
across
the
state,
so
these
are
some
possible
Target
wage
approaches
and,
like
Lauren,
said
we're
not
asking
for
a
decision
on
a
Target
tonight
Council.
This
is
your
first
real
update
on
this
work
and-
and
we
wouldn't
make
a
decision
like
that
to
you
at
this
stage,
but
we
wanted
to
outline
what
wage
approaches
could
look
like.
L
L
At
a
forum
on
April
24th,
the
Colorado
Center
for
Law
and
policy
presented
a
guiding
wage
proposal
based
on
the
November
2022
self-sufficiency
wage
report.
It
would
raise
it
to
the
rage
to
15
an
hour
and
41
cents
in
2024.
So
next
year,
with
an
increase
of
12.9
until
reaching
the
target
of
25
an
hour
in
2028.,
the
city
already
has
our
own
living
wage
and,
lastly,
wages
could
attempt
to
align
with
our
Metro
or
university
Partners,
who
already
will
exceed
the
state
minimum.
L
Next
we'd
like
to
talk
about
the
actual
working
group
efforts,
the
communities
listed
here
are
have
been
involved
over
the
last
year.
Boulder
County.
They
have
a
little
bit
lower
of
a
stake
in
the
game,
just
because
they
don't
have
a
lot
of
major
Workforce
centers,
and
so
a
minimum
wage
with
their
participation
would
only
apply
to
unincorporated
County.
So
while
they
are
a
bit
of
a
lower
player
in
the
game,
they
have
been
a
really
important
convener
for
the
working
group
and
just
helping
facilitate
all
of
our
conversations.
L
City
of
Boulder,
of
course,
is
a
working
group.
Member
city
of
Louisville
has
this
on
their
work
plan
and
they've
been
a
strong
partner.
Longmont
is
another
strong
partner
and
they
will
be
receiving
a
similar
update
to
the
one
tonight
on
January
6th.
So
your
feedback
here
will
also
inform
that
update.
L
We
did
some
early
engagement
over
the
last
year
and
full
engagement
has
not
been
launched,
but
we've
had
limited
check-ins
with
Chambers
of
Commerce
labor
groups
and
some
and
the
university.
Some
stakeholders
have
been
aware
of
the
last
year's
efforts
of
the
working
group
and
they
started
engaging
groups
in
February
to
advance
minimum
wage
conversations
across
the
county.
For
example,
the
Boulder
area,
labor
Council
hired
Siegel
long
public
affairs
to
do
community
engagement
and
advocacy
work
and
convene
a
coalition.
They
are
calling
themselves
the
Boulder
County
self-sufficiency
Coalition
and
they
formed
in
February.
L
That's
just
a
few
and
many
of
these
groups
work
across
jurisdictions
and
have
memberships
throughout
Boulder
County
mentioned
on
the
previous
slide
in
April
2023.
The
Coalition
did
host
that
Community
Forum
to
hear
from
workers
and
invited
elected
officials
to
that.
That's
where
they
presented
their
guiding
proposal,
and
while
there
are
differences
in
how
much
and
how
quickly
to
make
minimum
wages
change
minimum
wage
changes.
There
is
strong
agreement
that
this
should
be
done.
L
They
do
have
a
strong
desire
to
meet
or
exceed
any
Cinema
City
minimum
wage
to
stay
competitive
and
ensure
that
employees
are
adequate
adequately
compensated
and
they
want
to
work
with
city
leaders
throughout
the
county.
If
This
Were,
pursued
on
anything
going
on
because
you
know
implementing
increases
and
planning
those.
Those
items
does
take
a
long
time
to
plan
and,
as
I
mentioned,
the
Boulder
County
self-sufficiency
Coalition
is
advocating
for
their
proposal
and
and
the
quickest
timeline
that
we
can
manage.
L
So
this
draft
timeline
is
part
of
what
prompted
our
check-in
with
Council.
It
was
drafted
by
Boulder
County.
It
lays
out
steps
needed
to
implement
a
new
wage
on
January.
1St
2024
was
the
was
the
proposal,
and-
and
this
is
what
brought
us
to
check
in
with
Council
understanding-
that
there
are
a
lot
of
different
needs
in
our
different
communities.
L
We
we
appreciate
the
timeline
in
that
it
lays
out
sort
of
the
chunked
steps
that
are
needed
to
get
to
implementation,
but
we
want
to
be
mindful
that
we
need
to
check
in
with
all
of
our
communities
on
when
that
implementation
date
might
be
scoping
and
Community
engagement
is
a
next
step
and
moving
forward
does
not
commit
us
to
any
outcome
at
any
point
in
the
process.
L
Any
of
our
local
governments
would
retain
the
option
of
going
forward
separately
or
stepping
out
of
a
regional
effort
as
desired,
and
so
as
I
understand
it
from
conversations
from
attorneys.
What
would
need
to
happen
is
in
the
legal
sense,
we
dropped
an
mou
and
then
we
would
create
a
model
ordinance
and
Shop
it
around
to
communities
and
get
a
consensus
on
the
parts
of
a
model
ordinance,
and
then
we
would
adopt
an
ordinance
as
an
item
with
an
IGA
and
that's
how
a
regional
approach
would
be
pursued.
L
While
we've
worked
together
to
understand
the
legislation,
outline
the
needs
and
get
an
early
sense
of
stakeholder
views,
the
scope
has
not
yet
been
fully
defined
for
our
city.
The
scope
may
include
the
items
listed
here
and
most
notably,
we'll
need
Community
engagement,
equity
and
financial
analyzes
drafting
agreements
and
ordinance
language,
there's
also
opportunities
for
creative
resourcing
and
sharing
the
work.
If
other
communities
take
the
lead
on
deliverables
seeking
outside
help
from
Consultants
or
university
Partners
going
in
on
on
different
rfps,
you
know
between
multiple
communities.
Those
costs
could
be
shared.
L
And
finally,
we
present
you
with
these
Council
questions
tonight.
Does
council
wish
to
continue
with
this
Regional
effort
towards
the
establishment
of
a
regional
minimum
wage
and
have
staff
scope?
This
item
for
addition
to
the
existing
work
plan
should
scope.
Consider
implementation
of
2024
or
2025
would
Regional
participation.
Impact
council's
will
to
pursue
an
approach
and
if
Council
would
like
us
to
continue
moving
forward,
does
council
have
any
feedback
on
the
timeline
or
engagement
approach.
B
K
Thanks
Judy
thanks
Taylor,
that
was
great
presentation.
Thanks
Lauren,
just
two
questions
now
I'll
have
some
comments
in
second
with
two
questions:
one.
What
I
didn't
hear
in
the
presentation?
It
was
I
heard.
A
lot
of
advocacy
sounds
like
there's.
A
lot
of
people
are
advocating
for
various
things,
but
I
didn't
hear
a
whole
lot
of
economic
analysis
by
independent
economists.
What
work
has
been
done
around
that?
K
As
far
as
what
impacts
there
would
be
on
businesses,
the
local
economy,
employees
and
all
sorts
of
stakeholders,
what
what
what
work
has
been
done
with
the
con,
with
neutral
economists
to
evaluate
those
things,
and
where
are
those
reports?
If
that's
been
done.
L
Great
question
Bob
and
I
can
jump
in
on
this
one.
So
the
most
recent
self-sufficiency
wage
report
in
2022
is
is
one
piece
of
data
that
we
have
and,
as
we
consider
next
steps,
one
of
the
things
that
we
might
look
into
is
what
those
analyzes
would
require,
which
jurisdictions
they
would
include
and
figuring
out
how
we
could
get
a
sense
of
where
is
the
local
economy?
Who
does
make
the
minimum
wage?
What
businesses
would
this
impact
and
who
would
not
be
impacted?
L
K
You
know
something
by
like
a
rich
woman
to
see
you
or
somebody
like
that
who
doesn't
have
you
know
dog
on
the
phone.
N
Right,
the
we
haven't
taken
that
step
to
look
at
Boulder,
yet
in
the
implementation
of
Denver's
ordinance,
they
had
to
have
the
state
actually
reviewed
all
the
data
that
they
had
available
and
were
able
to.
They
published
a
report
on
sort
of
the
effect
that
Denver's
wage
had
on
their
economy
and
their
businesses.
Now
that
was
during
covid,
so
if
they
make
a
note
about
that
being
a
little
bit
hard
to
extrapolate
out,
but
there
is
some
data
in
terms
of
implementation
in
nearby
cities,
great.
K
Great
so
it
sounds
like
Denver
has
already
kind
of
created,
at
least
the
data
they
collected
may
not
be
relevant
because
it's
Denver
or
because
it
was
during
covet
or
because
it
was
a
few
years
ago.
But
it
sounds
like
they've
released,
Dan
dimmers
at
least
created
a
road
map
for
the
types
of
things
that
that
an
economist
would
look
at.
So
that's
great
and
then.
K
K
Sounds
like
Denver
had
been
working
on
that
for
for
quite
some
time,
even
before
they
passed
their
ordinance.
So
what
would
be
the-
and
there
was
a
very
aggressive
timeline-
I'll
comment
on
that
in
a
second
but
but
I'm
just
trying
to
understand
it's
just
still
saying
with
questions
like
what,
where,
in
that
timeline,
that
was
really
only
about
six
or
seven
months
long,
would
that
economic
work
be
done.
Where
would
that
be
done
like
next
month
or
the
month
after?
How
long
would
that
take.
L
That's
a
great
question
so
I
know:
Fort
Collins
did
a
worked
with
a
consultant
to
survey
employers
I.
It
wasn't
a
market
analysis,
but
it
was
an
employer
survey
of
where,
where
things
stood
and
that
costs
for
that
was
around
twenty
or
thirty
thousand
dollars,
we'd
have
to
check
in
with
them
and
see
how
long
they
took
to
do
to
do
that.
But
I.
Imagine
that
would
inform
Community
engagement
and
probably
either
have
to
coincide
with
Community
engagement
or
go
before
it.
K
Yeah
no
I
think
you're
right,
Taylor,
I
think
it
either
I
suppose
it
could
be
done
in
parallel,
but
in
a
perfect
world
it
would
be
great
if
it
was
done
before,
because
then
that
probably
was
informed.
Some
of
the
questions
you'd
ask
the
community
and
the
business
businesses
that's
great,
but
that
was
just
kind
of
one
line
of
questions.
The
second
line
of
questions
is
again.
The
timeline
looked
really
really
really
tight
there
and
had
two
months
for
Community
engagement.
K
We
got
hundreds
of
businesses
and
we're
talking
about
hundreds
of
millions
of
dollars
here.
So
I
was
just
kind
of
wondering
and
we
got
a
letter
from
the
chamber.
That
said,
they
really
had
somebody's
checked
in
with
them,
but
they
really
haven't
been
fully
engaged.
What's
the
I
know,
the
two
months
was
set
aside
in
that
timeline
for
Community
engagement.
What's
the
community
engagement
plan
during
that
eight
or
nine
weeks
with
with
all
those
hundreds
of
businesses
that
would
be
affected,
what
can
you
mean
when
a
lab
right,
I
don't
want?
K
L
So
that's
part
of
why
we're
also
checking
in
with
you
is
because
that
that
is
an
aggressive
timeline.
We
acknowledge
that
accomplishing
that
timeline
would
take
a
lot
and
if
we
were
to
have
a
2024
implementation,
we'd
really
need
to
hit
the
ground
running
on
community
engagement,
and
that's
also
assuming
in
a
regional
approach
that
all
of
our
other
partners
would
want
to
hit
the
ground
running
and
doing
that
too.
Boulder
County
has
offered
to
host
some
joint
forums
and
so
again
to
sharing
the
work
a
little
bit.
L
We
we
could
all
come
together
and
share
some
of
the
community
engagement
needs
and
and
the
other
scoping
needs.
But
if
we
had
a
little
bit
longer
of
a
timeline,
we'd
be
able
to
maybe
flesh
out
a
longer
amount
of
time
dedicated
to
that
yeah.
K
That
sounds
like
a
great
idea:
Taylor
to
coordinate
with
the
county
and
with
the
other
cities,
because
we
do
have
employers
that
are
in
multi-cities,
so
I
think
that's
a
really
really
small
idea.
Whether
we
can
do
that
in
two
months
or
not.
I,
don't
know
we'll
talk
about
that
in
a
second,
but
but
it
sounds
like
you
guys
are
starting
to
think
about
the
right
things
as
far
as
this
process.
So
those
are
the
questions.
I
have.
B
G
What
is
the
implication?
Well,
first
of
all,
thank
you
for
the
presentation,
both
Lauren
and
you
know
both
of
you,
Rick
and
and
Taylor.
G
L
No
they're
not
part
of
our
effort.
We
have
been
meeting
with
them
on
a
regular
basis,
just
to
continue
to
be
appraised
of
what
we
have
going
on.
We,
they
sort
of
voted
on
their
item
last
week
and
we
had
an
update
this
week.
So
it
made
a
lot
of
sense
for
us
to
check
in
on
where
things
were
at
their
Council,
really
liked
the
idea
of
a
regional
approach
and
gave
their
staff
direction
that
they
didn't
want
to
do
this
in
isolation.
L
I
know,
Fort
Collins
has
done
a
little
bit
of
legwork
in
trying
to
build
Coalition
Partners
across
Larimore
and
weld.
They
haven't
gotten
a
ton
of
traction
on
that
yet,
but
we'll
see
in
the
future.
If,
if
those
those
ideas
change,
the
other
thing
that
we
Fort
Collins
received
direction
to
do
was
to
pursue
an
amendment
to
the
current
legislation
that
would
allow
more
flexibility
for
exemptions
around
small
businesses
and
tipped
workers,
because
in
Fort
Collins
at
least
their
biggest
feedback
from
the
business
community
and
the
pushback
was
around
those
two
items.
G
Again,
thank
you
both
for
the
work
it's.
This
is
a
great
presentation
appreciate
it.
J
Then
Matt
thanks
everyone,
just
two
questions
and
I
think
from
Bob's
questions.
I,
probably
know
the
answers,
but
have
we
done
any
analysis
on
the
city
budget
with
the
proposal
what
it
would
mean
for
us
as
a
city,
because
we
have
a
lot
of
employees
I,
don't
know
that
any
of
them
make
minimum
wage,
but
dovetailing
with
my
next
question,
often
you're
trying
to
be
a
bit
above
minimum
wage
as
to
different
job
categories.
So
just
wondering
if
we
looked
at
that.
O
Cara
good
evening,
Cara
Skinner
Chief,
Financial
Officer.
We
have
done
some
preliminary
analyzes
and
it
would
definitely
have
a
budget
impact.
But
again
that's
a
consideration
that
Council
would
need
to
weigh
against
other
goals
of
a
program
like
this,
but
there
would
definitely
be
a
minimum
wage
impact
because
we
do
have
seasonal
attempts
or
not
subject
to
our
living
wage.
So
it's
again
that
that
same
group.
So
it's
largely
in
our
Parks
and
Recreation,
and
open
space
and
Mountain
Park
and
transportation
funds
that
would
be
impacted.
J
Thanks
and
then
my
second
question,
probably
to
Taylor
and
I've,
talked
about
it.
A
bit
with
Lauren
I
worked
I,
I,
suppose
I
I
gravitate
towards
companies
that
that
are
in
the
non-profit
sector
and
don't
have
a
lot
of
money
above
minimum
wage.
So
I
worked
at
a
company
that
provided
Direct,
Care,
Staffing,
sort
of
a
health
care
setting
for
people
with
developmental
disabilities
and
people
exiting
homelessness,
and
when
the
minimum
wage
was
hiked
by
the
federal
government
and
around
I
don't
know
2000
the
eight.
J
Maybe
it
was
a
real
hit
to
the
organization,
because
we
always
tried
to
stay
like
two
dollars
above
minimum
wage,
and
so
just
wondering
has
there
been
any
analysis
on
how
this
would
impact
non-profits,
particularly
but
but
Health
Care
settings
that
are
really
reliant
on
Medicaid
dollar
reimbursements,
where
they
can't
just
you
know,
charge
clients
or
make
up
the
difference
some
other
way.
So
what
does
the
analysis
been
for
companies
that
that
can't
can't
again
charge
more
for
their
services
really
and
are
reliant
on
government
contracts
and
I?
J
Don't
know
if
that's
been
shown
how
it
played
out
in
Denver,
I.
Think
one
thing
that
we
would
not
want
to
do
is
especially
with
an
aging
population
on
the
horizon,
drive
drive
out
a
Workforce
that
we're
really
going
to
need
to
to
provide
for
our
most
vulnerable.
So
there
have
been
analysis.
L
There
so
no
analysis
in
Boulder.
We
do
know
again
from
our
partners
over
in
Fort
Collins,
that
this
was
a
major
area
of
concern
in
their
efforts,
I'm,
not
sure,
quite
what
Denver
did,
but
the
known
issue
areas
tipped
workers
the
healthcare
settings.
Small
businesses
would
be
part
of
what
informs
our
community
engagement
plans.
We'd
probably
want
to
have
very
specific
questions
around
those
those
concern
areas
and
try
our
best
to
create
something
that
would
accommodate.
J
The
bill
okay,
and
is
that
something
that
we
can
specifically
ask
for
you
to
make
sure
that
we're
looking
at
for
Boulder?
You
know
with
regard
to
other
cities
that
have
done
it
like
what
what
are
the
Ripple
effects
on
on
those
settings?
Okay,
thanks.
C
To
that
just
before
it
is
something
that,
if
the
direction
today
is
to
move
forward
and
and
make
this
a
work
plan
item,
as
we
think
about
the
partners
that
Taylor
mentioned,
like
CU
or
other
Consultants,
to
make
sure
we're
thinking
about
it
and
and
looking
at
in
specific
Industries,
where
we
know
the
impacts
and
the
ramifications
may
be
different
and
so
I
just
wanted
to
lift
that
up.
That
I
know.
Constant
number
of
focus
has
flagged
that
for
us
to
continue
to.
J
Is
that
people
don't
want
to
do
those
jobs
like
you,
you
really
have
to
draw
people
to
do
those
jobs,
and
so
we
just
have
to
be
mindful
of
you
know
if
you
can
work
it
at
fast
food
or
a
cafe
or
something
which
are
also
highly
needed
jobs
if
we
can't
get
those
above
whatever
we
set
as
minimum
wage,
we're
going
to
have
a
really
hard
time
filling
those
thanks.
C
Absolutely
and
having
done
this
in
Minneapolis
when
we
did
this
in
2016
nursing
homes
were
a
big
issue
because
of
that
Federal
reimbursement,
the
Medicare
reimbursement,
so
something
to
paper
particular
attention
to,
and
so
we'll
be
looking.
If
that
is
the
will
of
council
to
continue
to
go
deeper
into
those
specific
Industries
thanks.
I
Thanks
Judy
I
appreciate
the
really
the
Deep
work
Lauren
that
you're
doing
on
this
on
behalf
of
us.
That's
it's
really
awesome
that
you're
sinking
into
this
really
deeply
and
helping
lead
the
way
and
Taylor.
Thanks
for
supporting
that,
my
question
kind
of
has
to
do
with
how
do
we
Define
regionality?
I
You
know
we,
we
Define
regions
for
different
things
at
different,
radii,
more
or
less
from
our
community
and
so
I'm
just
curious.
In
this
instance.
You
know
I
I,
guess
really.
My
my
question.
Slash
concern
is:
is
Boulder
County
not
quite
Regional
enough
to
really
actually
meet
the
the
intended
goals
or
that
sort
of
you
know
broad
breadth
of
it
necessary
to
keep
competitive
playing
field
even
among
some
of
our
sister
communities,
I?
Think
of
the
hospitality
industry
and
I'm
worried
like
okay.
I
If
we
do
this
do
do
some
of
our
restaurants
and
Hospitality
businesses
flee
to
Arvada
and
Jefferson
County.
Do
they
go
North
to
Fort
Collins,
so
those
are
all
pretty
lateral,
Transitions
and
so
I'm
just
wondering
what
are
we
defining
that
Regional
approach
and
and
how
are
we
bringing
those
folks
like
Adams,
Laramie
Jefferson
into
the
mix
and
and
in
that
sense
or
are
they
working
independently,
so
I'm
just
kind
of
curious
how
we
Define
regionality
for
a
project
like
this.
L
Thanks
Matt
and
actually
outlined
in
the
legislation,
as
I
said,
there's
a
10
cap
on
who
can
enact,
but
folks
in
an
IGA
would
only
count
as
one
in
that
calculation,
but
it
has
to
be
folks
within
the
county
that
count
as
that
one
in
the
calculation
and
so
I
think
that
I'm
not
sure
how
it
would
work
out
if,
like
Fort
Collins,
could
necessarily
join
our
effort
or
another
Community.
Let's
say
outside
of
Boulder
County
joined
our
effort.
L
I
No,
the
okay,
that
that's
helpful
context,
and
certainly
if
one
County
as
a
IGA
counts
as
just
one
then
I'm
I,
guess
I'm
curious
that
as
a
unit.
How
are
we
then
reaching
out
to
those
other
sort
of
single
IGA
units
that
border
our
County
to
again
maintain
that
level
of
playing
field?
In
that
sense?
So
are
we
having
those
I
would
assume
Fort
Collins
would
be
part
of
the
Laramie
and,
and
others.
I
So
are
we
trying
to
have
that
Geographic
spread
in
our
Outreach
to
one
either
know
they're
interested
or
is
there
a
way
that,
even
though
we're
doing
our
own
thing,
can
we
kind
of
work
from
an
even
playing
field,
so
I'm
just
wondering
if
those
higher
level
conversations
among
would
be
separate,
igas,
more
or
less
is
occurring
or
is
their
intent
to
do
so?.
N
I
think
so,
because
this
effort
sort
of
originated
with
the
Consortium
of
cities,
that's
really
why
we've
been
focusing
on
Boulder
and
Boulder.
County
I've
been
having
conversations
with
other
communities
outside
of
this.
As
you
know,
as
other
people
are
as
well
and
it's
there
hasn't
been
a
community,
yet
that's
been
really
on
board
and
asked
if
they
could
join
sort
of
our
working
group.
N
I
think
that
we
would
probably
be
open
to
that,
but
it
just
we
haven't
had
that
conversation
yet
because
there
sort
of
isn't
while
other
people
are
all
other
communities,
are
also
looking
at
this
that
are
outside
of
Boulder
County.
N
It
hasn't
been
clear
that
they're
is
enough
momentum
for
them
to
join
with
just
yet
and
so
I
think
it's
a
good
question
and
something
we'll
keep
trying
to
pursue
to
I.
Think
you
know
the
more
the
more
we
can
coordinate
with
the
surrounding
communities.
I
think
that
only
serves
to
benefit
all
of
us,
but
it's
just
it's
not
quite
there
yet
and
I
have
a
feeling
that
if
once
this
gets
more
momentum,
we
might
see
increased
interest
from
surrounding
communities
as
well.
B
Great,
thank
you.
Matt.
Are
there
any
other
questions
from
Council
at
this
time?
Seeing
none
the
question
for
Council.
Do
you
wish
to
continue
with
this
Regional
effort
and
and
have
staff
scope
this
item,
and
should
the
scope
be
considered
for
implementation
in
2024
or
25
25
and
would
Regional
participation
impact
councils
will
to
pursue
an
approach?
That's
the
first
question
and
then
the
second.
If
Council
would
like
us
to
continue
to
move
forward,
does
council
have
any
feedback
on
the
timeline
or
engagement
or
approach
now
I
see
Bob.
K
Yeah
I'll
answer
I'll
start
doing
with
the
questions
thanks.
So
absolutely
this
should
be
a
regional
effort.
I'm
happy
that
we're
that
we're
talking
to
our
partners,
at
least
in
the
county
I
think
Matt,
raises
a
really
really
good
point
about
the
fact
that
some
of
the
people
who
actually
make
minimum
wage
or
near
minimum
wage
in
our
city-
probably
don't
necessarily
live
in
the
county.
So
I
think
we
need
to
be
looking
further
south
and
farther
east.
They
don't
want
to
join
us.
K
They
don't
join
us,
but
I
know
those
legal
constraints
there
as
well,
but
it
is
going
to
feel
a
little
artificial
to
just
draw
the
boundaries
around
the
Boulder
County
limits
and
I
think
we're
going
to
miss
the
mark
a
little
bit
and
we
may
have
some
unintended
Economic
Consequences
we
started
to
talk
about.
I
want
to
elaborate
more
about
the
the
very
very
big
importance
of
doing
an
economic
analysis.
K
Here
it
sounds
like
there's
been
little
done
at
least
regionally
around
that,
and
so
that's
a
super
big
I
would
think
almost
Next
Step
for
this
Regional,
whatever
whatever
the
definition
original
is
regional
approach,
and
then
then
the
engagement
is
going
to
be
super
super
important,
there's
two
ways
we
can
do.
Do
this
the
hard
way
and
the
easy
way
the
hard
way
is
just
to
jam
it
down
the
throats
of
of
hundreds
of
businesses
and
Rachel
I
think
started
to
touch
on
some
of
the
businesses.
K
That
really
would
not
have
the
ability
to
pass
along
this
extra
expense
to
their
calling
customers,
sometimes
their
patients
and
so
I
think
we
have
to
be
very,
very
thoughtful
and
careful
about
Community
engagement.
There
is
no
way
that
we
can
do
adequate.
Community
engagement
in
two
months,
I'd
be
surprised
if
you
do
it
in
two
years,
but
two
months,
that's
just
crazy,
so
I'm.
Moving
on
to
the
second
question:
absolutely
not
20
January
1
2024
is
just
a
jam.
K
There's
been
little
or
no
economic
analysis
and
little
or
no
Community,
engagement
and
Matt
raises
a
really
really
great
point
about
who
even
is
the
region
so
I
think
it's
great
to
be
talking
about
this
and
I
I
really
commend
staff
and
Lauren
for
leading
the
charge
in
this.
It
should
be
Regional.
There's
a
ton
of
work
ahead
of
us.
I
hope
we
get
something
done
here.
I
don't
want
to
back
into
an
artificial
number.
K
I
think
we
need
an
economist
to
tell
us
what
the
appropriate
wages
can
be
and
should
be,
and
the
impacts
on
businesses,
both
businesses
that
can
pass
along
those
costs
and
and
businesses
and
nonprofits
that
can't,
and
so
that's
the
first
step,
and
it
seems
to
me
I,
don't
know
if
that
takes
two
weeks
two
months
two
years,
but
it's
going
to
be
done
and
then
second,
we
have
to
have
adequate
engagement.
K
We
got
a
letter
from
our
chamber
which
represents
hundreds
of
our
businesses,
both
small
and
large,
that
said
that
they
really
hadn't
been
adequately
engaged
and
if
they
were
forced
into
a
situation
where
there
was
some
artificial
date
put
out
there
and
says
all
right,
we're
going
to
do
this
on
January
1
come
hell
or
high
water
that
they
were
going
to
be
opposed,
that
that
would
just
be
absolutely
horrible
in
our
community
to
say
all
right,
January
1
2024
we're
going
to
do
this.
K
We
don't
really
care
what
people
think
so
we
need
to
slow
down.
This
is
great
work
on
a
scale
of
one
to
ten
we're
about
step
two,
and
so
we
got
lots
more
steps
ahead
of
us
here.
K
This
could
that
might
happen
in
2025,
I,
don't
know,
but
let's,
let's
let
it
take
the
time
it.
It
takes
with
the
economic
analysis
and
the
community
engagement.
If
that
takes
two
months
great
I
doubt
it
two
years:
that's
fine
too
I
just
simply
don't
know,
but
we
need
to
take
a
deep
breath
and
and
do
the
analysis,
otherwise
we're
gonna
end
in
the
same
place
as
Fort
Collins
did,
which
will
sound
like
it
was
a
rushed
effort,
and
this
Council
just
says:
buoy
and
I
don't
want
to
end
it
with
phooey.
K
G
I
think
phooey
is
a
great
answer.
No
I
am
very
supportive
about
moving
forward
with
this
I
think
we're
in
the
right
direction.
I'd
have
to
agree
with
Bob
that
trying
to
do
this
in
the
next
six.
Seven
months
is
just
not
realistic,
something's
going
to
be
cut
short
and
I
suspect
it
will
be
the
community
engagement
portion
of
the
process.
G
It
would
probably
curtail
the
economic
analysis
that
we
need,
but
I
don't
want
that
to
detract
from
the
fact
that
we
ought
to
move
forward
on
this
and
and
build
that
Coalition
try
to
make
the
region
as
comprehensive
as
we
can.
You
know.
Matt
was
talking
about
regionalization
I'd
like
to
see
that
as
robust
as
is
possible,
so
that
we're
not
in
creating
the
situation
where
one
Community
doesn't
buy
in
and
tries
to
attract.
G
You
know
businesses
at
lower
wage
levels,
but
I
think
it's
good
I
think
we're
we're
moving
and
trending
in
the
correct
direction.
I
just
think
we
need
to
be
a
little
bit
realistic
about
it.
All
of
those
steps
are
not
going
to
be
taken
completed
rather
in
in
the
next
couple
of
months,
and
so
with
that
in
mind,
I
I
still
think
we
need
to
be
doing
the
work
that
we're
doing
Lauren.
G
My
answer
is
yes
to
everything,
but
realistically
the
2025
is
the
Inception
date
and
I
would
support
so
that
everybody
gets
a
chance
to
be
heard
and
we
can
formulate
whatever
exceptions
we
want
and
go
from
there.
Thank
you.
F
Well,
first
I
just
want
to
give
an
enormous
thank
you
to
Lauren
for
working
really
really
hard
on
this
with
our
regional
potential
Partners
over
the
last
year,
plus
so
I
know
it's
not
been
easy,
and
but
you're
bringing
people
along
really
well
and
also
to
Taylor
for
helping
out
from
this
staff
perspective
and
doing
a
huge
amount
of
work
on
this
as
well
so
I
know,
Council
hasn't
heard
a
lot
about
this.
You
know
recently,
but
the
these
processes
have
been
underway
for
quite
some
time.
F
There
have
been
a
lot
of
conversations
going
on
for
a
lot
of
time,
so
they're
starting
to
bear
fruit,
which
is
exciting.
So
thanks
for
all
you've
done
to
make
that
happen
and
get
us
to
this
point.
I
do
very
much
want
to
see
us
continue
to
take
a
regional
approach.
We've
put
a
lot
of
work
into
bringing
into
working
with
partners
and
seeing
how
we
can
come
along
and
work
together.
F
I
think
when
we
work
together
regionally,
then
our
residents
and
workers
share
and
the
benefits,
and
then
our
businesses
have
shared
common
stations
and
requirements
as
well.
So
I
think
it's
also
the
better
to
have
the
regional
approach.
So
look
let's
keep
at
that
and
as
broad
as
we
can
make
it
the
better,
and
so
let's
keep
on
that.
I'll
take
a
different
a
little
bit
of
a
different
approach
from
my
previous
two
colleagues
here.
F
In
terms
of
timing,
though,
because
I'd
like
us
to
keep
the
possibility
of
January
2024
in
in
mind
and
I
want
to
make
the
point
that
the
enabling
legislation
from
the
state
really
constrains
our
choices
here.
So
we
we
can't
Elevate
by
an
enormous
amount
in
one
year
and
we
can't
carve
out
all
kinds
of
exceptions
because
it
doesn't
allow
that
and
it
does
mandate
a
certain
level
of
Outreach
and
Analysis.
So
great
points
about
the
need
for
economic
analysis.
F
It's
incredibly
important
that
we
do
Outreach
to
our
community,
particularly
the
business
community,
and
particularly
to
hear
from
our
local
small
businesses
and
our
local
non-profits
to
Rachel's
point
that
could
be
impacted
and
have
challenges
with
additional
rates,
but
just
keep
in
mind
the
the
there's
only
so
much
we
can
do
this
year.
F
So
if
we're
focused
in
our
Outreach-
and
we
do
a
great
job
with
that-
and
we
do
listen
to
folks
and
we
may
have
the
opportunity
to
go
ahead
and
establish
a
modest
additional
wage-
that's
allowed
that
could
start
getting
some
people
in
those
lowest
wage
brackets
a
little
bit
of
help
as
long
as
we're
doing
the
Outreach
to
to
bring
people
along
in
the
meantime,
so
I'd
still
like
to
have
that
as
a
potential
goal
and
hey.
F
You
know
if,
if
it
needs
more
time,
if
we're
getting,
you
know
through
maybe
three
months
from
now,
we
say
you
know
what
it's
just
not
doable
this
year,
then
you
know
we
can
work
with
that,
but
I'd
like
us
to
keep
that
option
on
the
table
to
see
if
we
can
move
forward
and
and
at
the
end
of
this
year,
thanks
very
much.
H
Thank
you
and
I
just
want
to
Echo
everybody's
thanks,
Taylor
and
Lauren
for
all
of
your
work
on
this
really
appreciate
it.
H
So,
yes
to
the
first
question,
I
think
that
you
know
we
we
really
just
kind
of
need
to
keep
the
scope
as
it's
needed
to
get
to
where
we
need
to
be
so,
I
think
you
know
taking
a
little
more
time
to
make
sure
that
we
are
doing
this
appropriately
and
and
helping
the
people
that
we're
trying
to
help
us
is
going
to
be
really
important.
H
Frankly,
Regional
participation
doesn't
affect
my
interest
in
this
I.
Think
it's
great
if
we
can
get
it
and
there's
a
lot
of
folks
in
our
community.
That
need
need
some
support
right
now.
So
for
me
that
Regional
participation
doesn't
impact
my
desire
to
pursue
an
approach,
so
it
would
be
good
and
as
far
as
feedback
for
moving
forward
I
think
you
know
the
reason
that
we're
going
in
this
direction
is
because
we
have
more
and
more
people
in
our
community
who
are
really
struggling
to
meet
their
basic
needs.
H
Housing
and
other
costs
of
living
keep
going
up
at
rates
that
are
much
much
higher
than
wages
and
it's
leaving
more
and
more
people
in
very
precarious
economic
positions.
I,
don't
think
we
need
an
economic
analysis
to
tell
us
this.
We're
really
seeing
record
numbers
that
are
food
banks.
We
see
Rising
evictions,
we
see
rental
costs
that
keep
going
up
every
year
and
we
see
businesses
that
are
having
a
hard
time
recruiting
and
retaining
workers.
H
So
I
think
this
aspect
of
increasing
wages.
It
really
is
something
that
we
need
to
do
to
try
to
get
people
to
stay
in
our
city
and
be
able
to
work
here,
and
ideally,
we
go
as
fast
and
as
far
as
possible
and
I
don't
want
to
rush
and
lose
a
really
important
opportunity
to
hear
from
people
who
are
most
impacted,
like
the
families
that
groups
like
effa
serve.
You
know
we,
we
also
got
a
letter
from
effa.
H
Today
they
have
hundreds
and
hundreds
of
families
that
they're
serving
I
think
they're
up
to
now.
600
individuals
a
week
so
also
a
very
important
constituency
for
us
to
be
hearing
from
and
if
we
can't
kind
of
get
to
the
self-sufficiency
wage
stage
and
do
that
at
a
regional
level,
I
think
getting
to
just
matching.
What
Denver
is
doing
to
me
feels
like
a
good
place
to
move
forward.
H
But
I
really
don't
want
to
do
two
years
of
Engagement,
but
taking
this
year
to
do
some
engagement
and
getting
to
a
sustainable
long-term
plan
so
that
wages
can
stop
falling
so
far
behind
the
costs
of
basic
human
needs
like
housing
and
child
care
and
food
and
everything
else
that
we
need
to
keep
ourselves
living
in
safety
and
dignity.
That
that
to
me
is
the
most
important
part.
Thanks.
H
I
I
think
it
really
depends
on
the
engagement
that
we
can
do
for
me
doing.
This
right
is
more
important
than
and
doing
it
in
a
way
that's
going
to
allow
us
to
get
to
something
that
we
can
carry
forward
in
future
years,
so
that
we're
not
having
to
come
back
every
year
or
two
and
redo.
This
discussion,
I
think
is,
is
critical,
so
I'm
going
to
have
a
non-answer
for
that
question.
H
You
know,
as
as
long
as
it
takes
to
hear
from
the
folks
in
the
community
who
are
going
to
benefit
from
this
I
think
that
is
that's
my
biggest
thing,
but
it
doesn't
seem
like
we
necessarily
need
two
years
of
Engagement
to
to
do
that
either.
So,
if
I
have
to
put
a
timeline
on
it
like
six
to
nine
months
of
Engagement,
maybe
it
seems
like
we
could.
H
We
could
have
an
idea
by
then,
which
probably
wouldn't
lend
itself
to
a
2024
in
implementation
unless
we
were
to
implement
mid-year
or
something
like
that.
I
I
appreciate
that
just
yeah
interesting
comments,
I
think
one
I
mean
staying
the
course
is,
is
fine
by
me.
I
think
we've
sort
of
laid
out
a
good
track
on
this.
So
far,
I
appreciate
Aaron's,
optimism
and
hope
of
2024.
I.
Just
don't
see
how
we
do
that
so
I
mean
I.
Share
that
optimism,
but
I
think
pragmatically
speaking,
is
it's
going
to
be
2025
I
mean
even
with
you
know
where
Nicole
was
going
with
regards
to
outreach.
If
our?
I
If
our
start
time
is
January
1
every
year
and
that's
by
that's
by
law,
it's
2025
is
the
earliest
we're
going
to
do
this
meaningfully.
So
I
think
that
that's
kind
of
a
foregone
conclusion
in
that
in
that
capacity,
I
I
think
one
of
my
I
I
think
Regional
participation.
It
kind
of
needs
to
be
kind
of
a
prerequisite
here.
I
understand
the
great
need,
and
the
letter
from
effos
is
heartbreaking,
but
I.
I
My
big
concern
is,
if
we're
boosting
wages
at
the
expense
of
either
losing
businesses
or
them,
laying
people
off
we're
actually
creating
more
harm
for
a
lot
of
individuals
who
need
those
wages,
because
then
I
have
no
wage
at
all,
and
so
I
want
to
be
very
careful
that
we're
on
sort
of
a
nice
edge
of
how
we
throttle
that
legislation
to
meet
the
need
and
I
think
we
have
to
be
really
intentional
about
that
and
I'll
just
pick
on
the
hospitality
industry
in
particular.
I
They
are
far
behind
every
other
industry
in
terms
of
coming
back
after
coven,
and
they
are
on
more
of
a
nice
Edge
than
anything
and
and
I've
already
talked
to
a
few
restaurant
owners
in
town
about
this,
and
and
they
are
very
concerned
because
they're
already
on
tiny
tiny
margins
and
a
12
per
year,
annual
cost
increase
would
devastate
many
of
our
Hospitality
businesses
in
our
community.
So
I
I
don't
want
to
be
taking
that
that
we
have
to
cater
completely
to
that,
but
I
I.
I
We
want
this
to
last,
as
Nicole
said,
and
so
to
doing
so,
we
need
both
those
who
are
going
to
benefit,
but
also
those
who
are
going
to
be
harmed
and
and
the
business
can
be
heard
to
really
all
be
on
board,
and
we
need
that
momentum
to
make
sure
this
lasts
and
has
proper
staying
power,
because
I
think
this
has
a
great
potential
to
improve
a
lot
of
people's
lives.
But
we
got
to
make
sure
it's
done
so
in
a
way
that
doesn't
then
create
just
as
much
harm
on
the
back
end.
I
So
I
I
think
that
that
Regional
approach
to
me
seems
like
partly
one
of
the
better
ways
to
get
there
and
so
anyway.
Those
are
those
are
my
thoughts
on
that.
J
Matt
Rachel
thanks
Judy
yeah
for
the
2024
versus
2025
I.
Do
think
because
my
understanding
is
it's,
we
can
only
like
pull
the
trigger
for
effective,
January
1st,
and
that
leaves
us
just
six
months.
That's
tricky
at
this
point
and
it's
nobody's
fault
like
we
started
this
work
in
in
2019
and
we're
just
coming
to
us
right
now.
So
that's
a
bummer
timing,
because
I
would
think
by
the
time
we
vote
on
something
to
get
it
implemented.
January
1st
regionally,
especially
so
it's
multiple
cities,
doing
multiple
steps
and
and
Outreach
like
I.
J
It
seems
pretty
infeasible
and
I'm,
certainly
not
opposed
to
it.
If
everything
was
done
properly
and
correctly,
but
or
adequately
that
that
it
seems
like
that
would
be
a
a
tall
order
today,
not
opposed
to
it,
though,
if
it
could
happen
and
and
again,
I
just
want
to
reiterate,
like
I,
would
be
very
worried
about
doing
something
without
extensive
analysis
and
engagement
with
the
non-profits
who
I
think
serve
the
most
vulnerable
in
our
community,
so
I
agree
with
Nicole.
J
We
need
to
look
at
the
individuals
that
that
effa
is
supporting,
and
also
we
want
to
make
it
that
that
sort
of
the
the
organizations
that
staff
those
organizations
are
still
here.
So
we
I
don't
want
to
I,
don't
want
us
not
to
be
able
to
to
staff
a
homeless,
shelter
or
Fraser
Meadows
or
any
other
number
of
places
where
people
do
work
that
that
are
most
vulnerable
and
probably
all
of
us
are
going
to
need
as
we
age,
so
it
just
I.
J
Don't
think
that
the
economic
analysis
is
is
going
to
tell
me
whether
I
want
to
raise
the
minimum
wage,
it's
what
is
sustainable
and
feasible
for
a
raised
minimum
wage.
So
that's
that's
the
analysis.
I
want
and
again
I.
Just
really
think
it
needs
to
include
all
the
facets
of
non-profits
abilities
to
to
remain
viable,
as
well
as
other
businesses,
and
then
I
would
be
a
little
bit
worried
about
not
doing
a
regional
approach.
J
I
think
I
would
want
an
economic
analysis
of
that
if
we
were
going
to
go
the
other
way
with
it.
I
know
that
we,
you
know
it's
already
a
little
bit
hard
for
us
to
be
competitive
with
some
of
the
businesses
that
are
not
in
Boulder
due
to
some
some
different
structures
here
and
so
I
would
not
want
to.
You
know:
go
to
20
an
hour
minimum
wage
over
the
course
of
X
years
or
plan.
For
that.
J
Knowing
that
you
know
the
L's
and
and
the
other
surrounding
cities
are
going
to
be
more
like
15
and
then
all
of
our
product
prices
go
up
and
and
I
just
don't
know
how
that's
economically
sustainable
for
us
as
a
city
and
I,
don't
think
we
can
be
dismissive
of
that.
So
if
we
were
going
to
pull
out
of
a
regional
approach,
I
think
that
I
would
want
just
to
understand
what
the
Ripple
effects
would
be
and
whether
we
are
viable
and
sustainable
as
a
as
a
in
the
business
world.
B
Thank
you.
Thank
you,
Rachel
I'd
like
to
add
as
well.
If
there's
no
one
else
who
would
like
to
add
anything
else
at
this
time,
I
fully
support
the
regional
approach.
B
I
would
like
and
thank
you
both
Lauren
and
Taylor,
for
all
the
work
that
you've
been
doing
on
this
particular
project
and
as
far
as
implementation,
when
I
first
prior
to
council
I,
was
closer
to
2024.
But
after
hearing
the
conversation
here
today,
it
makes
sense
to
move
closer
to
2025
because
again,
we've
just
talked
about.
B
We
don't
want
to
push
this
forward
at
the
expense
of
community
engagement,
so
I
welcome
those
comments
made
my
by
my
colleagues,
so
2025
makes
more
sense
at
this
time
and
please
do
push
for
the
regional
approach
and
yeah
and
I
want
to
summarize
a
little
bit
of
what
I
heard.
I
know
the
first
mere
rocket
Aaron
mentioned
2024,
but
so
far
what
I've
heard
closer
to
2025,
which
is
not
too
far
from
what
you
your
question.
What
was
should
scope?
B
B
B
We've
heard
the
regional
approach
from
Rachel
and
the
fact
that
a
more
realistic
timeline
would
be
2025
and
also
do
the
research
necessary
to
ensure
that
we
take
into
account
the
different
businesses
in
our
community,
see
whether
it's
non-profit
or
other
businesses
and
I
also
wanted
to
know
that
one
of
the
things
that
I
heard
earlier,
even
though
you
intend
to
do
this
economic
research,
I
heard
you
mention
that
you've
been
working
with
or
current
chamber
and
the
Chamber
is
a
big
resource
when
it
comes
to
businesses
and
I
hope.
B
C
Yeah,
just
I
I
think
junior
did
a
wonderful
job
and
thank
you
so
much
for
summarizing
that
I
see.
Lauren
has
her
hand
up
and
I
want
to
make
sure
that
Taylor
gets
what
she
needs,
but
in
essence,
as
I
think
about
it.
What
I'm
hearing
is
a
yes
put
that
on
the
work
plan
staff
so
that
we
can
get
Taylor
some
additional
support
as
she
is
moving
forward
because
I
Know,
Carl
and
Laurel
Witt
and
CAO
others
have
been
helping.
C
But
this
is
a
bigger
conversation
and
to
continue
to
work
regionally
with
our
partners
to
figure
out
and
come
back
to
you
with
a
little
bit
more
of
a
scoping,
because
that
may
be
dependent
on
what
resources
we
use.
What
funding
we
may
need,
if
we're
doing
economic
analysis,
hiring
Consultants
or
if
that
is
shared
across
the
region
as
we
move
forward.
So
we
will
continue
to
work,
obviously
with
council
member
Focus
as
we
move
forward.
C
But
the
fundamental
question
I
heard
is
just
is
yes,
move
forward
as
a
work
plan,
item
scope
appropriately
with
partners
and
keep
all
the
caveats
and
what
you
have
told
us
in
mind.
As
we're
moving
forward
council
member
folk
arts
and
Taylor
just
want
to
make
sure
you
all
got
what
what
you
needed.
N
Yeah
I
did
thank
you,
Marianne.
Thank
you
Taylor
and
thank
you
everyone
for
weighing
in
on
this
and
helping
provide
direction
for
us
to
move
forward,
and
we
really
appreciate
it.
L
And
I'll,
just
chime
in
on
that.
Thank
you
so
much
Council.
The
work
of
the
last
year
is
very
much
helped
out
with
your
feedback
and
Direction
tonight,
we'll
be
sure
to
Circle
back
with
our
Municipal
Partners.
As
I
said,
we
gotta
check
in
with
Longmont
in
a
couple
weeks
and
we'll
also
Circle
back
with
our
stakeholders
who
weighed
in
early
and
let
them
know
how
we're
moving
forward.
Next
steps
really
appreciate
it.
B
H
Thank
you.
I
was
ready
to
go
really
fast
this
time.
With
that
little
hand,
race
thanks,
Jenny
I,
I,
just
kind
of
wanted
to
mention,
because
I
think
you
know
this
issue
of
wages
and
how
how
many
people
are
struggling
right
now,
I
think
is
one
that
we're
becoming
more
and
more
sensitive
to
in
many
different
discussions,
and
one
thing
that
was
clear
to
me
in
the
course
of
our
discussion
about
the
minimum
wage
increase
tonight
is
that
there
really
are
multiple
ways
of
getting
people
to
self-sufficiency.
H
I
think
anything
that
we
can
do
to
decrease
housing
utility
costs,
offset
child
care
and
health
care
costs,
helping
people
with
food
and
other
basic
needs,
some
of
which
you
know
we're
already
starting
to
think
about,
and
do
but
I
just
hope
that
you
know,
as
we
move
forward
with
other
kinds
of
policies
that
we're
already
working
on
them
that
are
farther
along
this
year.
We
can
kind
of
keep
that
in
mind
that
we
don't
have
to
put
all
our
eggs
in
one
basket.